Beverly Lynch (UCLA) moderated this panel discussion of managing up and down. The panelists discussed shared leadership and the fact that top level managers need leaders at all levels of their organizations.

It is possible (and desirable) to manage up, down and across the organization. This may mean that you facilitate, coax, and/or cajole. As a middle manager, you must understand the organization’s vision and mission, and how your unit fits in. To move forward, you must explain that relationship to your unit and create a climate of trust and optimism. On the flip side, your manager must also understand the work of your unit and how it fits in.

Within your unit, develop a bias toward action and getting things done. Take advantage of opportunities for consensus – which decisions can be made by popular vote? Be clear that this won’t always happen, but that if it is possible, you’ll give your staff that chance. Don’t be afraid to develop new leaders and to help your staff achieve career success, promotions, and advancement.

As a middle manager, you need both people skills and technical skills. Technical knowledge is required to understand the work of your staff, but be careful not to micromanage! Recognize that you are capable of and understand the job, but that it is no longer yours. You also need professional knowledge, planning skills, decision-making skills, and communication skills. Focus on helpfulness, not niceness or likability.

To manage up, propose solutions instead of just presenting problems. If you make things easier for your manager, they will appreciate it just as much as you do when your staff does the same. Develop peer relationships to form a support network for yourself. You will not be controlled by others if you build relationships that make you a valued member of the management team

Recommended reading: Practical Strategies for Library Managers by Joan Giesecke