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Lesson #1: Keep Your Workers Front of Mind
“The people in the front lines are my customers,” says Orfalea. “I need to keep them happy. And, the best way to take care of your customers is to take care of your workers.”

\"No\" to average
Say no to being average.
Percy's Gang of 125: How Curved Is the Earth??? It's A Small World, After All ???
Percy Barnevik was Europe's exemplar businessman for much of the '80s and '90s. He woke up a sleepy ABB Asea Brown Boveri big time—and made about as many notable management inventions as Jack Welch along the way. I sang his praises at length in my 1992 book, Liberation Management. In particular, Barnevik's ABB was peerless when it came to internationalization and managing very far-flung ventures. Along the way, as I recall, he surprised many of us by asserting that among his cast of hundreds of thousands, with managers numbering in the tens of thousands, he really only needed about 125 true internationalists!
Sorry About the Understatement!
In a recent Post, I recalled a story from Maryann Keller's Rude Awakening: The Rise, Fall, and Struggle for Recovery of General Motors about the extreme deference paid to GM middle managers. I did it from memory, but ordered the book anyway. I got the stocked refrigerator and the torn-out hotel room wall part right (mostly—it was soft drinks, not beer), but had forgotten the story that preceded it—which made my little vignette small change by comparison. An exec reported this to Ms Keller about a not-atypical incident that marked his more junior days as a GM staffer:
How Middle Managers are Key to Company Success
In hierarchal organizations, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy's goals. The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss. In fact, how the middle manager responds on a moment-by-moment basis is more impactful to a strategy's success (and an organization's cohesion) than the communication of the plan in the first place.
Leads for the Sales Force - Not
I received an email last week from a LinkedIn connection promoting his new super duper lead engine that connects salespeople with the most powerful buying influences in the world. Wow.
If You Build It, They Will Come: Why REPUTATION Really, Really Matters to Customers—and How to Create a Great One from the Ground Up
Tips for creating a reputation that customers will reward with their loyalty.
Handling Economic Objections
The key to surviving and even prospering in this economy is to not understand, buy into or take the objections. Don't panic, don't become defensive and don't resort to price incentives. Simply remain calm, understand what they're doing to you and confront. If you do that consistently, you'll be the only one really selling and helping while your competitors wait to follow up late in 2009.

Moving up the Value Chain
As consultants, our rewards and reputations are rooted in the value we bring. But value is always a perception; like beauty it exists in the eye of the beholder.

How to Pick The Right Coach
I’m often asked “How does one go about choosing a coach?” It’s not simple question but an important one to answer. It’s goes well beyond choosing a coach; it’s important to figure out how to get the most out of the coaching relationship once you’ve made that choice. The synergy of the relationship is what makes the difference to any well-motivated client. If you want to maximize the value of the coaching relationship, here are some ways to do it that work very well.

Other middle managers Related Articles

Headknocking Brick Walls and Whats a Manager to Do
Sometimes, when a middle manager tries to express his view about a new strategy or goal, senior management can close their ears. After all, what would this middle manager know? So, what can a Manager do? There are courses of action one can take.

Middle-aged consumers & luxury consumption
For every youthful consumer there is a middle-aged one with more money (and more credit) to spend who would rather like to be noticed too. How does this consumer segment consume luxury goods? What do they associate with? Using the examples of present communication strategies adopted by luxury product marketers and an empirical study, this article argues how they are missing an opportunity and provides managers with a novel way to market their luxury brands, focusing on how middle-aged consumers associate themselves with these brands.
How Middle Managers are Key to Company Success
In hierarchal organizations, strategic intent flows from the top, while tactical implementation is carried out at the bottom. In the middle of the flow are middle managers: first- second- and third tier supervisors, managers and senior managers who are mandated to proactively deliver the planned strategy's goals. The challenge is that the bulk of their energy is spent tactically (and often) reactively responding to pressures from customers, subordinates, peers and their boss. In fact, how the middle manager responds on a moment-by-moment basis is more impactful to a strategy's success (and an organization's cohesion) than the communication of the plan in the first place.
Managing Upwards
One of the statements that is often made to trainers, speakers and coaches is, “My boss would not allow me to implement what you are saying” or “that is not the way we do things in our organization”. It is very frustrating. Many managers send their people on learning and development activities and have no idea what the content really is and how they can best support the individual when the individual returns to work. So people attend and then do not apply their learning back in their work place. Many people sit in frustration because their boss will not allow them to make a decision or take responsibility and act on it. Many middle managers are faced with these issues and the whole business is held back as a result. In these situations there is a need to understand how to manage upwards. It is about how to manage your boss.

So what is the Definition of a Manager?
A classic definition of what managers are about is that ‘Leaders do the right thing and managers do things right’. A more standard definition is that managers would work towards the organisation’s goals using the resources at their disposal. It of course also depends on the size of the organisation. Larger companies might require managers to oversee the efforts and achievements of a further level of managers. A General Manager might have several other managers reporting to him or even several levels of management reporting to each other.
The "Conspiracy Against Your Money" Review
The "Conspiracy Against Your Money" is about how to take control of your financial education and wealth management in the middle of the worldwide economic crisis we find ourselves in. All around us right now; innocent people are losing their homes and their jobs at record rates, government and household debt is exploding, our middle class is shrinking and is in great danger of vanishing all together!
How Does That Work?
How would you respond to this question: \"Are you one of the top 10% of performers in your company?\" This question posed in a Business Week survey found that overall 90% of surveyed executives, middle managers, and employees from both large and small companies thought they were, indeed, in the top 10% of performers.
Many Managers Disempower Themselves
In our leadership workshops most team leaders, supervisors, and middle managers agree whole-heartedly that far too many people in their organization succumb to the Victimitis Virus - the poor-little-me syndrome. This tendency is often revealed by statements like "they are doing it to me again," "there's nothing I can do," or "it's all their fault." Looking right past themselves, these managers then look for ways to change everyone else.

Stop Whining and Start Leading
We all know people who suffer from "Victimitis" - the poor-little-me syndrome whose verbal symptoms include: "They are doing it to me again," "There's nothing I can do," "It's all their fault." Indeed, many supervisors and middle managers agree that Victimitis is a big problem at work.
Don't Call The 'Underlings'
This article provides some insight on how to get more executive level sales appointments with decision-makers as opposed to getting stuck working with middle managers who can't spend the company's money.
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