The Existence of the Soul
In our Words of Wisdom posts, we often reference power or soft skills. We see them as vital skills that hold organizations together and place connection and teamwork at the forefront. For example, showing empathy and taking the time to build relationships and being intentional in our efforts to create high functioning teams is work worth doing. SmarterWisdom believes that this work is at the heart of creating successful operations.
Recently with my friend and colleague Julie Faulstich, of Stony Creek Strategy, I led a group of senior women administrators from independent schools in a yearlong seminar called: Female Leadership, Finding your Authentic Authority. We enjoyed deep and wide-ranging conversations; we unraveled dilemmas and we discussed the potential isolation of perhaps being the only one in the role of dean, assistant head, or division head, that is a middle manager and reporting to the head of school. Being in the middle in any kind of organization, is not always easy and the work these middle managers do frequently goes unnoticed—and yet without that work, the organization would suffer. So here’s SmarterWisdom’s tribute to the ones in the middle—to their very existence, and, even more perhaps: to our paying more attention to what they do and how important it is.
Towards the end of our women leaders’ seminar, David Brooks published a superb essay commenting on “The Quiet Magic of Middle Managers.” (April 11, New York Times). This powerful piece, from which I will borrow heavily in this Words of Wisdom, has stayed with me, and I hope by summarizing his sentiments here that: 1. middle managers will feel good about the work they do; and, 2. that their supervisors and team members might take the time to recognize their efforts and their existence more frequently, thus gaining a deeper understanding of the vital part they play in institutional success. Brooks quotes Mary Oliver in his piece, and I will too, “This is the first, the wildest and the wisest thing I know: that the soul exists and is built entirely out of attentiveness.” Attentiveness is the word to watch here, it is the act of paying attention, and I see it as key to successful middle management—surely it’s one of the things they do well—and it is our role as leaders, team members and colleagues to do it for the middle manager—pay attention to what they do.
In Brooks’ article he lists eight vital traits of the manager in the middle. Interestingly, three of them use the word moral: “knowing that moral formation is part of the job,” “creating a moral ecology” and “preserving the moral lens.” Brooks argues that these middle managers are at the core of keeping organizations on the right track. They resolve conflicts, acknowledge and help to relieve tension; Brooks believes that above all “they put people over process.” Hence you might see why he quotes Mary Oliver: “…the soul exists.” That is the soul of the organization, highlighted and tended to by middle managers. He also quotes Ted Lasso; he’s the fictional soccer coach who wants his players “to become the best versions of themselves.” Something that middle managers aim for too. Brooks moves into this focus on ethical leadership by emphasizing the actions that middle managers take that ensure the moral compass of the organization. Certainly in all my work with senior school leaders I witness firsthand their desire to maintain balance in the workplace, through equitable practices and listening carefully.
“Hyperattentiveness” is how Brooks describes this careful listening and watching. He says that they “cast the beam of care on others, making them feel seen…” without actually describing the middle managers in this way, it is as if he sees them as gardeners, cultivating their seedlings, planting and replanting, and ensuring that the blooms are cut and seen as beautiful at the right time. The middle managers’ gestures are small, not big statements, but thoughtful, timely and “just right” decisions and gestures. One key is the predictability and regularity of these actions and gestures, creating dependability. Another is their relationship with the head/CEO; when this relationship is healthy and strong there is connection, candor and ease of communication.
Some professionals in these middle positions are definitely on their way up. They have ambitions and are watching for the right moment to cast their professional net wider or consider a promotion; others have found a niche they like and see that they might grow as key members of the organization. Successful middle managers are the ones that Brooks describes as seeing themselves doing things “with” people not “for” them or, heaven forbid, “to” them. Through mentoring and placing the emphasis on working together, the middle manager frequently becomes the one that inspires and helps lead generative change in the organization.
And so, dear readers, yes, please recognize the existence of these important colleagues. Know that they hold the key to much that is vital in the workplace and that they see what is happening and what needs doing, both to improve and to maintain the joy and generosity that is also necessary where we work. As you tend to their soul, the organization itself will thrive.