You might think that managing managers may be similar to managing individual contributors. You need to build a great team, get aligned on goals and strategy, set expectations, monitor the work and engage along the way.
Let's say you're a successful leader.
You love to lead other people, you enjoy your workplace, you have great responsibility, and you contribute to the company's growth which in turn makes your team grow.
But as your team grows, so does the need for one of several middle managers to help you lead the team.
Many leaders lead overly large teams, and there may be several reasons for this. Some of them do not prioritize the time it takes to find middle managers, others feel that no one but themselves is good enough for their team, and some believe that as long as the team members seem satisfied, no change is needed.
But the truth is that it doesn’t scale properly to have an overly large team - you do not have time to meet everyone's needs and your impact per team member becomes weak. This in turn will affect the individual performance, and your department may begin to show weaker results.
It is your job as a leader to make sure your team is taken care of, that they have someone to discuss their business challenges with and someone who can coach them and help them develop their skills.
The need for middle managers is real.
So, are there any differences?
Is this kind of leadership different than leading non-managers?
What should a new manager of managers consider in their role?
Take a look at this eBook to learn how you to manage other managers
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