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Abstract
This paper describes a five factor framework for understanding the work of middle managers based on who they are interacting with, and the purpose of the interaction. Middle managers work with top managers, peers, and employees to either (1) share information and communicate or (2) influence other's perceptions and actions. We found this leadership framework an invaluable tool for helping our coaching clients see how their work fits into a web of relationships and how those relationships can be strengthened to enhance personal and organizational effectiveness.
Coaching Middle Managers
Coaching is a relatively new area of organization development, and it has grown rapidly. Although many definitions of coaching exist, at a basic level, it involves regular meetings between a business leader and a trained facilitator designed to produce positive changes in business behavior in a limited time frame (Corbett & Coleman, 2005). More specifically, coaching is:
an experiential and individualized leader development process that builds a leader's capability to achieve short- and long-term organizational goals. It is conducted through one-on-one interactions, driven by data from multiple perspectives, and based on mutual trust and respect. The organization, an executive, and the executive coach work in partnership to achieve maximum impact (Ennis, et al., 2004: 19).
Worldwide revenues from coaching exceed one billion dollars (ICF Global Coaching Survey, 2007; Sherman & Freas, 2004), and the number of practicing coaches has continued to grow dramatically over the past two decades, with some estimating over 30,000 coaches practicing worldwide (ICF Global Coaching Survey, 2007). While executive coaching initially focused on top managers, over forty-five percent of coaching services now are delivered to managers below senior executives (Corbett & Coleman, 2008).
Middle managers play a critical role in linking the vision of top managers to the day-to-day realities of front-line managers, so coaching tools and techniques tailored for this audience offer great potential to improve organizational effectiveness. However, the tools needed to do quality middle manager coaching have not developed as quickly as the demand, which is a significant concern for both purchasers of coaching services and organizational development practitioners.
As with other, more traditional forms of organizational development practice, coaching typically follows the steps of (1) developing a relationship with the client, (2) collecting and analyzing diagnostic...