Minimize frustration and maximize potential!

Often times I hear frustration from senior leaders about the performance and growth of their direct reports (typically the Directors within the organization).  “They aren’t stepping up!”  “What a poor presentation. They weren’t prepared.”  “Why aren’t they taking the initiative on this?”  “They aren’t ready to succeed me and may never be at this rate.” 

Contrary to popular belief, middle management is not ignored in most companies.  The potential, performance, and engagement of Directors are typically discussed in great detail during talent reviews.  They are on the list of potential successors to develop. They are getting attention…but is it the right attention?

Let’s put it in perspective. Senior leaders and their direct reports are in very different places.  Senior leaders have “made it”. Their resume reads “Vice President” for at least one job – whew! Directors, on the other hand, passionately aspire to achieve the Vice President level. Often in their 30’s and 40’s (with big mortgages, many mouths to feed, and a lot yet to accomplish), these leaders have an open career field ahead of them. They often sign up for too much, have inflated views of their own abilities, see no limits to their advancement, and may come off as arrogant or immature. They also have great energy, drive, and impatience. What can senior leaders do to make the most of this teeming potential? 

To start, put your frustration on ice. Invest the time and energy to take these Directors under your wing. Give them challenging assignments that keep them engaged and busy. Provide feedback and encourage them to seek frequent feedback from others. Point out their derailing behaviors early, before they become habits that are hard to break. Move them into diverse assignments before title and pay prevent lateral moves. 

As senior leaders, it is your job to establish clear roles and expectations for the Directors in your organization. They are the company’s execution arm, charged with actualizing strategy! Allow them to lead significant business projects, generating a feeling of being connected, empowered, developed and valued. Working side by side with you and other senior leaders on key initiatives, they will gain unique and valuable insights.   

Last, reflect on the mentoring and coaching you valued most when you were an aspiring senior leader – and repeat!