The revised editions of my first book, High Impact Middle Management, will be coming out in March/April (with the slightly changed title of The High Impact Middle Manager). There will be two versions, one for a general business audience and one for the public sector. As is usual during this phase of the publishing process, my publisher has asked me to get blurbs/endorsements for the back of the cover and front inside portion of the book.
It is always nice to have well known people endorse a book, but I would also like to quote people who have read and used the book. Have you read High Impact Middle Management and has it helped you be a better manager? If so, I would love to include a blurb from you in the next edition.
Here are the details:
- A blurb is one or two sentences stating why you like the book and would recommend it to others. The stronger and bolder blurbs are placed in the most prominent locations. I certainly would not ask for anything but the truth - just know that publishers LOVE blurbs that are exciting. :-)
- I cannot guarantee that my publisher will use your/every blurb. I hope so, but it is up to them.
- If you are willing to offer a blurb, send me an email at lhaneberg AT managementperformance DOT com. Make sure that you include the blurb, your name, and your title as you wanted it printed. If you include your mailing address in your email with the blurb, I will mail you an autographed copy of the book when it comes out.
Thanks!!!!
Here is a snippet from the introduction:
Middle Management— Magic or Mayhem?
In any organization, there are two kinds of middle managers. There are those who get the work done but never think beyond what needs to be completed in the short term. They rush from one task to another, never quite recognizing which is most important to their company’s larger objectives. Though they may work hard and have good intentions, they fail to see the big picture and, thus, add little value to their organization or the functions they manage. Then there are high-impact middle managers. These managers see the big picture. They know how to manage operational practices and execute tactical goals to support strategic initiatives. They add value to their organization and thus elevate their position from that of an intermediary to key player. There is an almost magical synergy in a work environment when a high-impact middle manager operates at peak efficiency. Their questions are timely and on target; their ideas are provocative in ways that help move the work forward. They know how to think strategically. Transitions from one task to the next seem choreographed. As they walk through the office, their demeanor is calm but they have a sense of urgency. Busy, focused, and driven, these managers produce results and imbue the workplace with energy. Those who watch these managers may feel motivated or intimidated—but they are not unaffected.
Although their days are full, they have more time at their disposal than other middle managers who produce less. That’s because these effective middle managers use tiny pockets of time to accomplish big things. They plan well and anticipate whatever is coming their way. When they do make a mistake, they quickly solve the problem and learn from the experience. These middle managers are effective because they understand what they need to do, methodically do those things, and adjust quickly and proactively when barriers pop up or conditions change.
Unfortunately, most middle managers have never experienced this kind of productivity. They spend their days trying to catch up, never mind moving ahead. Barriers and challenges bring their productivity to a grinding halt. They focus on the urgent rather than the important. Disconnected by a lack of communication with their peers and managers, their work is no longer aligned to achieve results, and team members lose sight of how their work influences the organization or why it even matters. Results suffer because the middle manager and his or her team are not set up to deliver them.
Nothing is more heartbreaking than seeing smart, hardworking, and well-meaning managers fail. But in today’s ever-changing and competitive work environment, it happens all too often. Success is most difficult for middle managers, because their role is more complicated and challenging than the roles of either frontline supervisors or senior executives. Even so, middle managers can experience peak performance with the right guidance, development, and support. To do so, they need to learn the craft of middle management and overcome several challenges that can wreck their capacity to perform.
A great middle manager—referred to in this book as a high-impact middle manager—is an individual who makes substantial qualitative and quantitative contributions to his or her organization and moves work forward with velocity—speed and direction. The high-impact middle manager can straddle several planning periods to address the needs of today, this week, this month, this year, and the next few years. He or she understands the difficult and complex nature of his or her role and feels
energized by being the conduit between corporate thought, action, and results. High-impact middle managers “get it.” They know that their job is the most exciting one for those who relish being in the thick of it.
This book offers a vision of high-impact middle management and a system for achieving this superior level of performance. High-impact middle management is a system created to provide busy middle managers with an integrated set of practices and techniques that maximize results and success. It is a distinct system because it addresses corporate execution and success from the perspective of middle management, recognizes that middle management is the engine for corporate results, and offers regimens and practices to ensure performance.
Who Is a Middle Manager? Depending on the size of the company, middle managers may hold the title of vice president, director, or manager. Middle management positions are responsible leadership posts typically two to seven layers below the president. They may have other supervisors or managers reporting to them and are responsible for managing at least one function within the company. Middle managers are not CEOs, but they are high enough on the corporate ladder that they are expected to understand and take part in creating business plans, budgets, and other planning documents.
The Motivation for This Book
Middle managers have a more direct impact on business results than any other layer of an organization; it is vital, therefore, that they receive the resources and development they need. Sadly, there are few books or training programs targeted to meet the unique needs of middle managers. This is unacceptable and a serious concern, because businesses suffer when middle managers do not know what to do. As the glue that connects corporate strategy to work productivity, middle managers can either enable or impede corporate accomplishments.
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