ClearRock

BOSTON - More middle managers today are each managing larger numbers of employees than two years ago - yet they aren't receiving more management preparation than in previous years. The result is that most middle managers are under-performing in their jobs, and are having big problems developing and communicating with direct reports and managing change, according to a survey of 73 organizations by ClearRock, an executive coaching and outplacement firm headquartered in Boston.

Three quarters (75%) of survey respondents said middle managers in their organizations are only somewhat effective in performing their jobs. Just 17% said middle managers are very effective, and 8% said they are somewhat ineffective.

Almost half (47%) of survey respondents said the number of middle managers in their organizations has increased in the past two years as they have continued to trim upper management layers.

The number of employees that each middle manager manages has also increased during the past two years, according to 40% of respondents.

Yet, most middle managers are receiving less management training and coaching (25%), or the same amount (50%), as in previous years, to handle their current roles and responsibilities. Only one-quarter of survey respondents (25%) said middle managers are receiving more preparation for their current duties.

And 83% said middle managers are not being any better prepared for future roles and responsibilities in their organizations.

"Middle managers are generally not receiving adequate management training and coaching to handle larger numbers of employees they are managing today due to cutbacks in management layers over the years," said Anne Hawley Stevens, managing partner for ClearRock. "They are being prepared even less for future promotions. So, there are very few star performers among middle managers - they are mainly trying to get by with what they've been given, and this is having a negative effect on overall organizational performance."

Three areas where there is the greatest need for middle management coaching are in developing, managing, and communicating with direct reports, said Greg Gostanian, managing partner for ClearRock. "The biggest failure of middle managers is being able to get the next layer of management prepared for tomorrow's challenges. That's because they are mirroring their own management preparation experiences," said Gostanian.

Among the survey's findings:

The top skill development needs of middle managers are: Developing direct reports (81%) Managing direct reports to accept changes in their organizations (71%) Communicating with direct reports (62%) Delivering performance feedback to direct reports (61%) Accepting and communicating changes in their organizations (60%) Developing team goals and priorities (42%) Communicating with peers (30%) Communicating with management (30%) Understanding senior management's expectations and their own roles and responsibilities (27%) Peer coaching skills (27%) Accepting performance feedback from senior managers (15%)

The top competency needs of middle managers are: Communication (70%) Thinking strategically (67%) Leadership (64%) Managing others (55%) Managing teams (47%) Motivating others (44%)

Most middle managers are receiving either the same amount or less mentoring from senior-level executives than two years ago: Same amount of mentoring (46%) Less mentoring (27%) More mentoring (27%)

Effectiveness of middle managers: Somewhat effective (75%) Very effective (17%) Somewhat ineffective (8%)

During the past two years, the number of middle managers in organizations has: Increased (47%) Remained the same (33%) Decreased (20%)

Number of people each middle manager manages has, in the past two years: Increased (40%) Remained the same (35%) Decreased (25%)

Middle managers aren't being promoted to higher organizational levels more often than two years ago: Promotions have remained the same (56%) Middle managers are being promoted less often (23%) Middle managers are being promoted more often (21%)

How effectively middle managers have been prepared for current roles and responsibilities during past two years: Receiving same amount of preparation (50%) Receiving more preparation (25%) Receiving less preparation (25%)

How effectively middle managers have been prepared for future opportunities during the past two years: Receiving same amount of preparation (58%) Receiving less preparation (25%) Receiving more preparation (17%)