Canadian Government Executive - Volume 25 - Issue 04

October/November 2019// Canadian Government Executive / 21 T here is a crucial question that lies at the heart of this true story: how can the manager be empowered to succeed in the final stretch, instead of getting the requested time and resources shackled, sealing a sinking fate? Survival mode John’s true story in the private sector easi- ly reflects a work dynamic that is pervasive at all scales in the public sphere. An iconic example is the herculean accomplishment of the ex-Toronto Transit Commission’s CEO, Andy Byford. Despite adversity, he made steady progress rescuing the TTC from its frank decline. However, instead of increasing its operational budget for 2016, Mayor Tory imposed an impossible 2.6 per cent cut on the TTC’s depleted budget while requesting the same quality of ser- vice delivery. Away from the media spotlight, middle managers like John live in ‘survival mode’, often pushed to the edge, caught up in both internal and external nasty politics, budgetary cuts, and bureaucracy. Despite knowing they are very close to success, they are forced to constantly add and draw from what Ibarra & Hunter (2007) call per- sonal, operational, and strategic networks, resorting to lobbying whomever is need- ed to make their projects succeed (and save their jobs, too). “What can I do for you in this compa- ny, so that you help me land my project?”, John repeated 30 times. There is an understand- able management-police reflex to progressively constrain the middle manager’s resources when there is progress but still not milestones, or as soon as things get tough, as in John’s case. Stressed, with their re- sources jeopardized and pressed by senior managers constantly demanding fresh ideas and deliverables, it is not surprising that middle managers hit a meager 5 per cent of satisfaction among all corporate segments, according to Zenger & Folkman (2014). How can managers power through cal- culated risk without getting torpedoed? The foundation of a middle manager’s suc- cess requires needs to be fulfilled, follow- ing Maslow’s pyramid, including adequate emotional and rational management skills. Managers must learn their own rules of survival and success. But a founda- tion does not make a building; two floors are required: the triad honesty-confidence- capacity, and accountability. Honesty, confidence, and capacity The relationship between senior manage- ment and middle management must sus- tain an important dose of trust, built upon irrefutable honesty, confidence, and capac- ity. Trust smooths the way when senior management is asked for more resources, knowing that middle managers will de- liver. What about when this triad fails to produce trust? Nguyen Huy (2001) found a vicious circle when he studied more than 200 middle and senior managers. Senior managers bear unfounded preju- dice against middle managers’ capacity to change, resulting in pervasive distrust as knowledgeable advisors. Middle manag- ers, in turn knowing that they will not be heard, assume a passive, compliant role. Accountability Empowerment can be reconciled with positive outcomes in times of uncertainty by making middle managers accountable. Senior management’s mantra should be: “Middle manager, I trust your capacity, I trust your professional integrity; therefore, I am comfortable with your calculated risk.” The adjective ‘calculated’ is important. A project is executed according to an estab- lished plan, not a fact. Outcomes are not assured until completion and validation. Instead of gambling, middle managers try to minimize negative outcomes while simultaneously trying to leverage better outcomes. Fluid, honest communication with senior management is capital, so that everyone understands the calculated risk and executes actions to maximize the chances of success. Andres Urrutia Bustos is a senior scien- tist in the nuclear waste disposal indus- try. He is a candidate for the master of public policy, administration and law at York University (anurruti@gmail.com) . Millennial Outlook by Andres Urrutia Bustos The middle manager ’s edifice for success John’s experience. John had been in that dreadful meeting before, watching the amuse- ment of the vice-president of that megacor- poration while 30 of his ‘lieutenants’ brutally shredded project after project. John knew that getting his project approved would mean hitting the jackpot for his company. Determined to get that Victoria Cross in his career, he began many long and exhausting trips to lobby one by one each of the 30 heavy-caliber directors. When John pleaded to extend the deadline twice, he knew he had strained senior management’s patience, and when his budget neared the bottom vertiginously still without concrete results, they threatened John’s career. Postscript. Once John finished pitching his project, the vice-president began asking everyone’s opinion. The more answers he got, the more the incredulity grew in his face: one by one, each answered the same “I’m fine with the project”: John had won his career’s Victoria Cross.