Middle management now carries expectations that once belonged to several roles at once: coaching individuals, executing strategy, building an inclusive culture and steering people through constant change.
These ten selected Harvard Business Review articles address that squeeze directly. They cover building support both upward and downward in an organisation, arguing successfully for time and budget on projects that matter, leading change from a position without final authority, and protecting focus for important work when the calendar fills with everyone else's priorities.
This edition covers:
• Winning agreement from senior leaders and direct reports alike
• Securing resources for projects that cross department lines
• Developing talent while still delivering on targets
• Holding attention on significant work amid constant interruption
Written for team leaders, department heads and newly promoted managers, this Harvard Business Review collection is available at Boipoka.
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