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The definitive playbook for driving impact as a middle manager

Leading from the Middle: A Playbook for Managers to Influence Up, Down, and Across the Organization delivers an insightful and practical guide for the backbone of an organization: those who have a boss and are a boss and must lead from the messy middle. Accomplished author and former P&G executive Scott Mautz walks readers through the unique challenges facing these managers, and the mindset and skillset necessary for managing up and down and influencing what happens across the organization.

You’ll learn the winning mindset of the best middle managers, how to develop the most important skills necessary for managing from the middle, how to create your personal Middle Action Plan (MAP), and effectively influence:

  • Up the chain of command, to your boss and those above them
  • Down, to your direct reports and teams who report to you
  • Laterally, to peers and teams you have no formal authority over

Anyone in an organization who reports to someone and has someone reporting to them must lead from the middle. They are the most important group in an organization and have a unique opportunity to drive impact. Leading from the Middle explains how.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Dedication
  5. Introduction
  6. 1 The Unique Challenges of Those Who Lead from the Middle
    1. Why Is the Middle So Messy?
    2. A Reframework
    3. Rock All Your Roles
    4. Notes:
  7. 2 The Mindset for Leading Effectively from the Middle
    1. The Others‐Oriented Leadership Mindset
    2. The Others‐Oriented Compass
    3. Notes:
  8. 3 The Skillset for Leading Effectively from the Middle
    1. Adaptability
    2. Meshing
    3. Political Savviness
    4. Locking In
    5. Influence
    6. Fostering Compromise
    7. You Set the Tone
    8. Notes:
  9. 4 Leading Your Boss
    1. Step 1: Nature Before Nurture
    2. Step 2: Understand the Asks
    3. Step 3: Style Awareness
    4. Step 4: Get Personal
    5. Step 5: Your House in Order
    6. Step 6: Purposeful Support
    7. Specialty Steps
    8. Notes:
  10. 5 Leading Those Who Report to You
    1. Have Great Coaching Conversations
    2. Pinpoint Opportunity Areas
    3. Give Transformative Feedback
    4. Teach in Teachable Moments
    5. Notes:
  11. 6 Leading Teams
    1. Signs That You're Leading Your Team Exceptionally Well
    2. Galvanizing a Team Around Purpose
    3. Shaping How Employees Experience Your Leadership Team
    4. Setting Powerful Team Goals
    5. Influencing Team Behavior in Times of Poor Results
    6. Leading a Remote Team
    7. Notes:
  12. 7 Influencing Peers
    1. Foundation 1: Cultivate a Connection
    2. Foundation 2: The Golden Rule of Influence
    3. Pillar 1: Build the Right Reputation
    4. Pillar 2: Make Unexpected Investments
    5. Pillar 3: Hardwire Their Help
    6. Pillar 4: Get the Approach Right
    7. Notes:
  13. 8 Leading Change
    1. The Eight Truths of Leading Change
    2. The EMC2 Change Model
    3. The One‐on‐One Change Conversation Guide
    4. Notes:
  14. 9 Creating Your Personal MAP (Middle Action Plan)
  15. Acknowledgments
  16. About the Author
  17. Index
  18. End User License Agreement
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