Not the Top, not the Bottom: the Third Strategy for Middle Management


The Third Strategy

Still another way of developing the middle is through the establishment of a middle management development and training program. What this does is either bring in talented new hires or promote key employees into a rotation of positions throughout the company. Rotations can last from six months to a year, and the entire program can last up to two years.

At one company I worked with, the Underwriting Manager became the Claims Manager, and the Claims Manager became the Underwriting Manager. What was great was that the employees of each department stepped up to support and train their new managers. This had some positive results. By teaching their new bosses, the employees better learned their own disciplines and roles. They also gained experience in managing up and supporting a manager to win. Meanwhile, the new managers got trained in an aspect of the business with which they were unfamiliar. They became better-rounded executives.

At another company, managers formally rotated to sales and production management positions before being eligible to be Plant and Territory General Managers. This type of initiative provides a training and development course that allows employees to experience and learn about the different facets and aspects of the firm. This makes them more valuable as future leaders of the company.

To learn more about CMI’s strategic development programs click here.