What do middle managers do?
*This is the sequel What Do Senior Leaders Do? There are plenty of commonalities. In a way middle management is more complicated: you're managing relationships both above and below you in the hierarchy, while doing many of the activities required of senior leadership (albeit on a smaller scale).
This is based on working as a middle manager for about 6 years in several large corporate organisations.
This list aims to be comprehensive. So if a middle manager is doing all these things well, by this definition, they're doing a good job.
Staff in your team can take on responsibilities in this list - it doesn't have to be you doing it all so long as it gets done - something to be creative about.
Be responsible for one or a small number of blocks. Each block is a team, a budget, a service, an IT system, etc. Ensure it does whatever it's supposed to do well.
Have clarity on the goals of your block(s) and ensure your staff share this clarity.
Structure the team to meets it's goals (e.g.: surgical teams for some software projects). Includes distribution of roles hired (e.g.: engineers, product owners, project managers). This is a more granular case of the move blocks around job senior leaders have: this is deciding structure at the level of people, whereas moving blocks around is at the level of teams, services, systems or higher.
Ensure speed and quality of delivery. Unblock tasks, implement processes which increase productivity and output of team, apply project management techniques which are appropriate for the work. Includes hands on work in some cases.
Team leadership. Ensure the team are motivated and well - that they are getting what they want from their work inasmuch as possible. Ensure team are learning and growing in a way which aligns with the goals of the team. Build team microculture - the localised team culture, which can differ from the wider organisation - this includes the stories told and beliefs. Have strong relationships with everyone in the team.
Select talent. If you are a specialist, help other managers who are hiring for your specialism.
Manage interfaces between your block(s) and others. Includes raising the team profile; building and maintain relationships with adjacent teams and customers.
Translate high level asks into granular plans for the team to execute.
Feed information both up and down the chain of command. Ensure seniors have a good understanding of how your block is operating, challenges, needs, risks, successes, strengths - so they understand how best use your block. Ensure your team understand how their work fits into the overall plan: this enables them to work with more autonomy day to day, and bring more energy and creativity to that objective.
Ensure the team's work aligns with wider strategy. This can involve starting new projects in the team in response to broader organisational strategy, or the needs of other teams. It can involve closing or merging projects.
Implement feedback loops to allow processes to change (e.g.: retrospectives, celebrating failures, red teaming)