In my work at the Filene Research Institute, I spend my time as a business strategist and change agent.
I look outside the credit union cul-de-sac every day—and the more I look, the more I see a talent war on the horizon.
People have a primary effect on the success of any business. Sure, things like strategy, competitive forces, and technology play a role. But when you get deep into the playbook you’ll always find people.
Perhaps you share my fascination with human behavior. Think of it as a book without a straightforward plot.
Instead, it reads like an adventure-packed series where unpredictability rules the page and the story rarely turns out the same each time. There is no one, single handbook for managing people.
However, according to a recent Filene study, “Attributes and Skills of Highly Effective Middle Managers,” when it comes to identifying and enabling high-performing mid-level managers, there are three key personality traits—and several secret weapons—we can use to tip success in our favor.
They three personality traits:
It turns out that 87% of highly effective middle managers fall at or above average in their thirst for learning. This means that active learners will come up to speed quickly to understand the business.
Look for people who demonstrate an independent thirst for learning. Ask what they’re reading or what was the most interesting piece of news they took in this week.
Interestingly, the “tendency to display endurance and capacity for a fast pace” is a key characteristic, with 86% of middle managers scoring above average.
This points to the importance of being able to survive the “stuck in the middle” challenges mid-level managers face.
Can you feel a candidate’s energy during an interview? Do you notice mid-level employees that can’t be kept down?
Using available information to make decisions is critical, with 80% of superior mid-level managers we surveyed reporting above-average levels of “just do it” initiative.
It’s no surprise that employees look to mid-level managers to make quick, quality decisions as a way to increase productivity. Ask candidates to share how they make decisions—and especially how quickly.
Your secret weapons:
►Hiring. One of the most significant implications for hiring is that pre-employment assessments are crucial in determining whether the applicant for the mid-level position will be successful.
Hire people who naturally have the three personality traits listed previously. Hire for these because you can always train for skills.
►Engagement. The three primary drivers of employee engagement are trust in management, management’s handling of change, and the employee’s connection with management.
In world-class organizations, the ratio of engaged to actively disengaged employees is about 10 to 1, versus only 2 to 1 in average organizations, Gallup reports.
►Set them free. Retaining high-performing middle managers requires the leader to give them the vision and mission, enable their participation in goal development, and then allow them to do their thing.
High-performing mid-level managers want to view their departments as their own small business for both risk and rewards.
Leaders: Do you see a talent war on the horizon?
Mid-level managers: Are the study findings correct? Let us know.