Leading from the Middle audiobook cover - A Playbook for Managers to Influence Up, Down, and Across the Organization

Leading from the Middle

A Playbook for Managers to Influence Up, Down, and Across the Organization

Scott Mautz

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Categories:
Management & LeadershipCorporate CultureCommunication Skills

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Mind Map

Leading from the Middle
The Role of Middle Managers+
Navigating Unique Challenges (SCOPE)+
The AMPLIFY Leadership Skillset+
Leading Across the Spectrum+
Driving Transformative Change (EMC2)+

Quiz — Test Your Understanding

Question 1 of 5
What does the 'O' in the SCOPE framework represent regarding the unique challenges of middle management?
  • A. Organization, the struggle of navigating complex corporate hierarchies
  • B. Omnipotence, the immense pressure middle managers feel to know everything
  • C. Overwork, the physical toll of managing excessive operational tasks
  • D. Objectivity, the difficulty of maintaining neutrality in team conflicts
Question 2 of 5
In the AMPLIFY skillset, what is the primary focus of the 'Locking In' competency?
  • A. Securing budgets and resources well in advance for long-term projects
  • B. Committing to a single strategic direction without allowing for deviation
  • C. Being vigilant about unseen organizational elements, mitigating toxic behaviors, and addressing employee well-being
  • D. Ensuring team members sign binding commitment agreements for their quarterly goals
Question 3 of 5
When leading down and across an organization, how does the text suggest a middle manager should approach a team member who is struggling to meet project deadlines?
  • A. Dictate a step-by-step solution using positional power to guarantee immediate compliance.
  • B. Reassign the project to a more capable team member to ensure the organizational goals are met.
  • C. Take over the remaining tasks personally to demonstrate a strong work ethic and lead by example.
  • D. Facilitate a conversation to understand their perspective and empower them to create their own solutions.
Question 4 of 5
According to the EMC2 Change Model, what is the crucial first step (Phase 0) a middle manager must take before attempting to evoke enthusiasm for a change?
  • A. Conduct a Change Readiness Assessment to gauge the organization's pulse and gather stakeholder input.
  • B. Create new habits by establishing daily micro-goals for the team.
  • C. Move employees directly to commitment by accommodating their individual work histories.
  • D. Draft a comprehensive disciplinary plan for those who might resist the upcoming change.
Question 5 of 5
Which statement best captures the core philosophy of a successful middle manager as described in the text?
  • A. They should strictly serve as passive conduits, passing messages exactly as received from top brass to the operational level.
  • B. They act as amplifiers and cultivators of meaning, translating visions into actionable steps that align with their team's purpose.
  • C. They should prioritize positional power over personal relationships to maintain strict order and compliance.
  • D. They must isolate their teams from the broader organization's politics to maintain high levels of productivity.

Leading from the Middle — Full Chapter Overview

Leading from the Middle Summary & Overview

Leading from the Middle (2021) unveils the transformative power of middle leadership, connecting top tiers to the operational core. You’ll gain actionable insights on fostering adaptability, influence, and compromise to infuse your teams with engagement and purpose. It’s your route to navigating organizational change, resolving conflicts, and building a growth-oriented culture effortlessly.

Who Should Listen to Leading from the Middle?

  • Aspiring middle managers seeking organizational influence
  • Executives desiring enhanced interdepartmental synergy
  • Team leaders aiming for elevated group engagement

About the Author: Scott Mautz

Scott Mautz, a former Procter & Gamble executive, is an acclaimed keynote speaker and the award-winning author of Find the Fire and Make It Matter. Named as a “Top 50 Leadership Innovator” by Inc.com and a faculty member at Indiana University’s Kelley School of Business for Executive Education, Mautz specializes in inspiring profound performance and meaningful experiences in the workplace.

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