Having conducted extensive interviews with a multitude of job applicants over the past several years, my recent focus has been on delving into the capabilities, readiness and learning practices of middle managers. This encompasses a diverse range, from individual contributors aspiring to transition into their first management role to current middle managers aspiring to ascend to senior management positions. The insights gained have shed light on a rather concerning trend — there is a glaring absence of sustained learning and development within this demographic unless explicitly mandated by the manufacturer and/or the dealer.

What stands out is that the bulk of the required learning revolves around hard skills and tactical training. This encompasses the mastery of skills such as sales techniques, product knowledge and specific procedures. Surprisingly, there is a conspicuous lack of emphasis on cultivating soft skills — the very attributes that are instrumental in retention, maintaining engagement and harmonizing the execution of hard skills.

Soft skills, often overlooked, play a pivotal role in the success of any managerial role. They are the glue that binds hard skills together, fostering an environment of collaboration and effective communication.

Among the myriad challenges faced by middle managers, a recurrent theme emerges — grappling with issues related to soft skills. The struggle is not centered around an individual’s competence in delivering on hard skills; rather, it revolves around navigating the intricacies of interpersonal relationships, effective communication and team cohesion. These are the very skills that define Emerging Leaders and are integral to their success trajectory.

It is clear from my research that there is a notable gap in addressing the soft skills development needs of middle managers. By overlooking these critical aspects, we are inadvertently underserving this population. There is a pressing need to refocus our efforts on bridging this gap and providing the necessary tools and resources for middle managers to flourish not just in their technical proficiency but also in their ability to navigate the nuanced landscape of soft skills. The future of business hinges on addressing this underserved aspect and empowering our middle managers to become well-rounded, effective leaders.

Five Ways to Turn This Trend Around Using the IAEDM™ Method

1. Inventory: Review your current organization’s situation. Tenure of each middle manager. Their personal and professional aspirations. Do they see themselves as long-term “A” players? Do you see them as part of your “A-player” team in five years? Why or why not?
2. Assess: Each individual determines where they are in six key areas of their lives: mental, social, physical, financial, family and ethics/beliefs.
3. Establish: Plan out their ideal career path within your organization.
4. Develop: Build each middle manager’s development plan based on the previously mentioned steps. This is a continuous process and never ceases.
5. Mentor: Create mentor programs, coaching programs, mastermind and roundtable programs. These are all ongoing learning forums and development programs that enhance lives, build relationships, develop potential and result in loyal, engaged employees who have the attitudes, skills, and knowledge to produce epic profitability and business valuation.