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Scott Mautz. Leading from the Middle
LEADING FROM THE MIDDLE
Table of Contents
List of Illustrations
Guide
Pages
Introduction
1 The Unique Challenges of Those Who Lead from the Middle
Why Is the Middle So Messy?
Self‐Identity
Conflict
Omnipotence
Physical
Emotional
A Reframework
Self‐Identity
Conflict
Omnipotence
Physical
Emotional
Rock All Your Roles
1. Translator
2. Converter
3. Strategist
4. Catalyst
5. Designer
6. Implementor
7. Decision Maker
8. Resource Allocator
9. Synthesizer
10. Intrapreneur
11. Bridge Builder
12. Framer
13. Sense Maker
14. Champion
15. Facilitator
16. Buffer
17. Straddler
18. Accountability Czar
19. Communicator, 20. Coach, 21. Team Builder
Notes:
2 The Mindset for Leading Effectively from the Middle
The Others‐Oriented Leadership Mindset
1. Servant leaders can be pegged as too “soft.”
2. Servant leaders can fail to establish their authority and mastery
3. Servant leaders can struggle with authoritative, command and control–type leaders
4. Servant leaders can be too one‐dimensional in where their energy goes
5. Servant leadership doesn't fit every situation
The Others‐Oriented Compass
What You Give
What You Give Up
What's a Given
What You Get
Notes:
3 The Skillset for Leading Effectively from the Middle
Adaptability
Skill Build #1: Practice the 50/50 Rule
Skill Build #2: Use the OAR tool to vanquish your discomfort with uncertainty
Skill Build #3: Practice finding the better third way
Skill Build #4: Embrace a spirit of experimentation
Skill Build #5: Bolster your predictive capabilities
Skill Build #6: Stick to an intentional learning plan
Meshing
Skill Build #1: Provoke the big picture
Skill Build #2: Follow the 100:1 Ratio
Skill Build #3: Remember the three C's of collaboration
Political Savviness
Locking In
Constraints
Capacities
Capabilities
Culture
Influence
Ninja Skill Build #1: Persuade by being clear and concise
Ninja Skill Build #2: Excel at nonverbal communication
Ninja Skill Build #3: Use persuasion tricks professional speakers use
Ninja Skill Build #4: Up your influence in email
Ninja Skill Build #5: Use the Law of Opposites to influence in meetings
Ninja Skill Build #6: Become pattern aware
Fostering Compromise
The Golden Rules of Compromise
You Set the Tone
Notes:
4 Leading Your Boss
Step 1: Nature Before Nurture
1. Managing up is not sucking up
2. Deference is not an obligation, nor is resistance always right
3. Managing up shouldn't come at the expense of managing down
4. Your boss doesn't have extrasensory perception
5. Your boss doesn't define you
Step 2: Understand the Asks
1. “What does good performance look like? Great performance?”
2. “Let's assume I'll get great results—what behaviors do you want/not want to see as I achieve those results?”
3. “What business metrics/goals are the most important to you and why?”
4. “These are my top priorities—are they consistent with yours?”
5. “This is how I'm spending my time—does it feel like it's supporting what's most important?”
6. “What measures does your boss most frequently discuss with you?”
7. “What specifically will get you promoted?”
8. “What should I stop, start, and continue doing to better succeed?”
9. “Think of the most effective employee you've ever had working for you. What made them so effective?”
Step 3: Style Awareness
1. Information Receipt and Retention
2. Decision‐Making
3. Conflict
4. Formality
5. Task versus People Orientation
6. Behavioral
Step 4: Get Personal
Step 5: Your House in Order
1. Are you delivering the results expected of you?
2. Do you know your business, inside and out?
3. Have you asked for what you need?
4. Are you organized and prepared for interactions with your boss?
5. Are you bringing the attitude you want reciprocated?
Step 6: Purposeful Support
1. Information
2. Capacity
3. Decision‐Making
4. Problem‐Solving
5. Advocate
6. In Process
Specialty Steps
1. Disagreeing with Your Boss
2. Dealing with Bad Bosses
3. Giving Your Boss Feedback
Managing Multiple Bosses
Notes:
5 Leading Those Who Report to You
Have Great Coaching Conversations
Pinpoint Opportunity Areas
1. 90 percent of the time opportunities lie in the shadow of strengths
2. Face reality
3. Discern between aptitude and attitude‐based issues
4. Isolate the “one‐offs” and look for themes
5. Calibrate your point of view for accuracy
6. Get the skeletons out of their closet
Give Transformative Feedback
1. Be specific
2. Be sincere
3. Be calibrating
4. Be proportionate
5. Be timely
6. Be tailored
7. Beware of feedback traps
8. Follow a framework
Teach in Teachable Moments
1. When reality doesn't match expectations
2. When they're seeing things from just their side during conflicts
3. When the “A” game isn't present in an “A” situation
4. When someone falls short on a risk taken
5. When they're not aware of the perception/impression they're leaving
6. When you have the chance to share the view from the window seat
7. When you see gaps in preparation or thinking
8. When you spell out the difference between good and great
9. When tempers are lost or excuses are made
Notes:
6 Leading Teams
Signs That You're Leading Your Team Exceptionally Well
1. Psychological safety is abundant
2. There's a zero‐complacency policy
3. Decisions are debated, made, then committed to
4. You hear “we” more than “me”
5. Everyone knows their role (and everyone else's role) on the “assembly line”
6. A sense of interdependence underlies everything
7. Adversity and stress bring the team closer together, not further apart
8. There's a sense of “relaxed intensity”
9. Positive gossip only
10. Ownership is everywhere
11. Team members invest in one another
12. The right things are communicated
13. Transparency and truth reign
14. Optimism and confidence are a default
15. Purpose is on a pedestal
Galvanizing a Team Around Purpose
Shaping How Employees Experience Your Leadership Team
Setting Powerful Team Goals
The Three Zones Test
Influencing Team Behavior in Times of Poor Results
Leading a Remote Team
1. Remember that leading remotely is still leading
2. Replicate the human need for face to face
3. Treat communication like a strategy, not an activity
4. Leading from a distance doesn't mean things have to feel distant
5. Don't create second‐class citizens
6. Manage by objective, not observation
7. Leverage just as much technology as you need, and no more
8. Dial up your listening, asking, and flexibility skills
Notes:
7 Influencing Peers
Foundation 1: Cultivate a Connection
Foundation 2: The Golden Rule of Influence
Pillar 1: Build the Right Reputation
1. Showing a willingness to help
2. Exuding expertise in your area
3. Being objective, logical, and data based
4. Representing your peers fairly, consistently keeping their point of view in mind, even when they're not present
5. Taking ownership of issues and never passing the buck, blaming, or backstabbing a peer
6. Shining in times of adversity
7. Being sure to credit peers and give them honest praise and appreciation, never grabbing the glory
8. Exuding enthusiasm and a great attitude
9. Being vulnerable, admitting mistakes, and asking for advice
Pillar 2: Make Unexpected Investments
1. Peer‐to‐peer feedback
2. Outright advocacy
Pillar 3: Hardwire Their Help
1. Reciprocity
2. Give them 10 percent more
3. Link your agenda to their agenda
4. Solve a problem together
Pillar 4: Get the Approach Right
1. Be clear on your context
2. Know what you're asking
3. Know that they don't care about your deadlines
4. Know your peers' job and motivations
5. Let them have the ideas
6. Exert the opposite of peer pressure
Notes:
8 Leading Change
The Eight Truths of Leading Change
1. Change elicits an emotional journey
2. Successful change is more than a process, it's a path
3. It's not the change itself that's painful, it's the transition
4. Go slow to go fast
5. Change is historical
6. Change is really about changing habits
7. Successful change requires visible champions
8. Effective change happens sequentially
The EMC2 Change Model
Phase 0: Conduct a Change Readiness Assessment
Phase 1: Evoke enthusiasm for change
Phase 2: Move employees to commitment
Phase 3: Create new habits2
The One‐on‐One Change Conversation Guide
Notes:
9 Creating Your Personal MAP (Middle Action Plan)
Acknowledgments
About the Author
Index
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