One fatal flaw for many middle managers is an overzealous focus on their own careers. It’s not about narcissism; in the middle ranks, managers are often wearing many hats, working long hours, trying to manage up and down the hierarchy, etc. So it’s not uncommon for them to fail to invest adequate time developing others.
In the first of this week’s Management Tips, I’ll show how developing others is a core part of any leader’s job—and if you work in a high-performing organization, you’ll be expected to demonstrate that ability before further promotions. Once you do start helping your team members develop their abilities, remember that they may think and learn differently than you do. So what works for one (direct coaching, for example) might not work well for another (who needs classroom training).