The “Great Unbossing” trend, which involves reducing middle management roles, is affecting Australian workplaces. Experts warn that middle managers need to re-skill and adapt to new technologies, such as AI, to avoid redundancy. The trend is seen as a way to streamline corporate structures, especially in traditional and public sectors. The article suggests that middle managers should learn to use AI as a tool to enhance their roles rather than fear it.
Have you heard the latest workplace trend doing the rounds? No, it’s not the Great Resignation or Quiet Quitting; there’s a new corporate buzzword in town: the ‘Great Unbossing.’ Initially, I dismissed it as just another buzzword, but there’s a compelling reason why this trend merits attention.
In the past few years, we’ve heard and seen it all: the “Great Resignation”, “quiet quitting”, and even the farcical “bare-minimum Mondays”. Just when it seemed the buzzword well had run dry, a new term has emerged: the “Great Unbossing”.
Rebecca is the CEO of BoldHR. BoldHR is dedicated to building B-Suite leaders with C-Suite impact.
What does this mean? Quite simply helping middle managers become top performers, who can create impact and become far more effective in both mindset, strategy and execution.
HR has completed revolutionised their own brand in the last decade, and now has an (often overwhelming) opportunity for influence and impact. In this lively debate, Rebecca and Celeste Halliday discuss where the key leverage points and opportunities lie.
Uncover the transformative effects of empowering middle management in this insightful article. Learn how this approach can benefit all employees, making them more purposeful and motivated. Gain valuable insights into the positive impact on workplace dynamics and collective success.
Middle managers are often undervalued, but they play a critical role in solving organizational problems, retaining employees, and influencing workplace well-being. They excel in navigating the complexities of hybrid work, cost-cutting, and talent attraction. To maximize their impact, organizations should streamline responsibilities, provide role clarity, offer targeted leadership training, and reset the perception of middle management as a highly prized career destination.
Mid-level leadership expert Rebecca Houghton shares five shifts that will allow middle managers to advance their own professional development and become B-suite leaders with C-suite impact.
In discussions about workplace culture, there’s a critical factor that often goes overlooked. While thousands of articles underscore the role of senior leadership in shaping culture, only a handful delve into the true powerhouse hidden in the middle ranks: middle management.
Middle managers, termed the B-Suite, often grapple with wielding influence effectively. Despite abundant online resources, the hunger for practical strategies persists. BoldHR’s approach emphasizes purposeful influence, dispelling misconceptions of manipulation. Understanding both personal and others’ goals is pivotal.
Employee disconnect is at an all-time high due to a misalignment between executive priorities and workforce expectations. This disconnect is exacerbated by outdated motivational strategies and undervalued factors like good coworkers and work-from-home options. The solution lies in better communication, engaging middle managers (the B-Suite), redefining their roles, and equipping them with the necessary tools and autonomy. Effective two-way communication, rather than top-down directives, is crucial for bridging this gap and ensuring organizational cohesion.
Employers are out of touch with employee expectations. Well, stop the presses. I’m fairly sure that this has been going on since the Industrial Revolution.
Middle management is in trouble. These leaders (I refer to them as the B-Suite) are typically too senior for training but too junior for executive coaching.
We’re in the middle of a period of talent mobility that most leaders have never experienced. 1.3 million Australians changed jobs in February 2022 – the highest in over a decade.
What signifies a “casual” or “professional” dress code, and can clothes really influence how knowledge workers get the job done or advance their career progress?
Today’s leaders can’t rely on one style, they must identify which approach will work best in any given situation – all while staying true to themselves.
Managing people has never been an easy task and is probably harder than ever before.
Having to put aside your own personal biases and beliefs to objectively assess an individual or situation is difficult to do on the best of days, let alone if you are feeling under pressure through normal work-related stress.
Empowerment is not just delegation (which is really the act of acting on your behalf), nor is it working with you on something (that’s collaboration), nor being supervised (that’s training), nor being told to own your decisions (that’s accountability).
At the end of 2021, BoldHRTM conducted two polls to gauge the sentiment of professionals on the biggest talent priorities facing business in 2022.
Conducted in partnership with Maxxia, 300+ HR Leaders responded that the great resignation followed by staff wellbeing were their greatest priorities. The same question put to 850 workers, showed that staff wellbeing followed by return to office tensions were their two biggest priorities for 2022.
A client of mine recently returned to the office voluntarily, she had missed the connection of working from home five days a week. Her experience went like this: ‘The office was half empty, almost all my meetings were online, and when I was free everyone else was in meetings – either behind closed doors or on their headphones, so I didn’t get to reconnect at all.
Are you struggling to set boundaries? Are you saying yes to things you should say no to? Putting in long hours ‘just this once’, but all the time? Feeling that people take you for granted or even take advantage? Then there’s a chance that you’re not setting boundaries – and as a result you could be heading for burnout.
The reality is, a properly trained, high-performing middle manager is essential to keeping the wheels turning and the team on track.
They can drive engagement, improve productivity and reduce the amount of burnout across the organisation, argues Rebecca Houghton, organisational expert and founder of BoldHR™
We argue a lot more than we realise. Whether it’s about vaccines, remote work, war or politics the human race argues about everything – just look at comment threads on Twitter or Facebook for proof.
Toxic workplace behaviour can cause significant damage to employee morale and to a company’s reputation. Here’s how leaders can dismantle a culture of silence.
Ask any C-Suite leader how often they get to focus on the ‘The Strategy’ and they’ll tell you about 5-10 days a year. Ask them how often they are being strategic and they’ll look at you funny – it’s every minute of every day.
Your personal brand is like your reputation – it’s what people say about you when you’re not in the room. But what if you are never ‘in the room’ and people don’t talk about you because they don’t know you exist? How do you raise your reputation and get noticed regardless, and importantly, how do you do it and keep your boss on side?
In the world of talent and careers, we’ve not had a catch-phrase as snappy as ‘The Great Resignation” since “The War for Talent” was invented in 1997! And just the like the War for Talent, it’s already overused, inaccurate and amounting to fear-mongering.
Mid-level leadership is tough. It was tough in 2018, when the international Ahlvik study proved that mid-level leaders experience stress and burnout rates far beyond those of their boss or their teams.
The strain of the global pandemic has well and truly taken its toll on the workforce. Yes, returning to the office will be ‘heaven’ for some, to escape the cramped living conditions and working on the kitchen table, but the reality is no matter what your work or personal situation, 2020 and 2021 have been two very long years, resulting in significant suffering in mental and physical health for a lot of people.
Leadership expert Rebecca Houghton, founder of BoldHR, says she has already seen an uptick in resignations. “After almost two years of lockdown, there are quite a lot of people who are willing to take three months off. The proportion of people who are going to nothing else is really high.”
As Simon Sinek writes in Start with Why, ‘Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses’.
With end-of-year performance reviews underway, many managers are preparing for conversations with team members. Not all of these will be easy or pleasant. We asked experts for practical tips on how to best approach difficult conversations and use them to effect positive change.
As SMEs recover from the disruption of COVID-19, the Great Resignation is far more than HR jargon; the current lack of skilled workers is a serious impediment to consolidation and growth.
I remember, with stark clarity, when I realised how to level up my leadership – how to be more consistently confident, strategic and have a greater impact. I was working at one of the world’s largest international health funds, and my boss had just told me I didn’t have a strategic bone in my body.
The ability to ace a business case is a crucial skill in the toolkit of leaders in today’s world of work; yet it’s something that leaders typically have no exposure to until suddenly it’s a high-stakes, must-not-fail case.
Imagine never disagreeing at work. Sounds like bliss, but in fact it would be a disaster. You’d never challenge yourself, stretch yourself, innovate your solutions or take alternative approaches.
There is a plethora of information out there about how to influence – and yet, according to our research, influence is still one of the top three most sought-after traits by leaders looking to develop their impact.
Rebecca earned her stripes leading large teams in complex organisations and built quite a reputation for doing business differently. Today, she is among Australia’s leading Talent and Leadership coaches and facilitators – helping leaders and their teams work.
For many, this illusion of authority is incredibly frustrating. Yet these ‘B-Suite’ leaders routinely underestimate their own power and because they don’t believe they have it, they fail to exert it and miss out on having more impact as a result.
Seventy-seven per cent of organisations still report a leadership gap, which is growing fast and this leadership gap is the home of the ‘B-Suite’ – the high performing middle manager.
Rebecca Houghton draws on extensive experience to provide a practical guide to raise your leadership. She is a leading advocate of the importance of modern B-Suite leadership – middle managers who can lead from the middle in today’s complex, fast-paced and paradoxical world of work. They are the ‘glue that holds organisations together, translating strategy into action and creating high performing workforces’.
An applicant had gone through three interviews when he was asked to attend six more. At that point, he backed out of the race. HRM unpacks how too many job interviews could backfire on your company.
Far from the laughed-about middle manager of last decade, those that can lead from the middle – the B-Suite – are fast becoming invaluable. They turn strategy into reality and act as an essential translator between the C-Suite and the workforce.
Most finance brokers would agree that time is a precious commodity. When it comes to the mortgage industry, time is crucial – not only for clients awaiting settlement, but for brokers working long and busy days to line up the best finance options for their customers.
Middle managers are increasingly the fulcrum upon which corporate performance balances — they are the interchange between strategy and execution and between workforce and leadership.
If you’ve been talking throughout the year about what is and is not working, there should be no major surprises at this point. – Rebecca Houghton, CEO, BoldHR™
B-Suite leaders are today’s middle managers, the glue that holds organizations together, translating strategy into action and creating high-performing workforces. Yet the B-Suite is stretched thin. They are too junior to be ‘in the room’, yet senior enough to be looked up to by their team.
Rebecca Houghton, founder of BoldHR™, abides by a rule of thumb which requires the level of feedback to be commensurate with the level of effort (i.e., how far they are down the process).
“Love, care and grief – the feeling, responsibility and devastation that is associated with personal caregiving, be that to a parent, child or pet, should all be treated the same way.” Rebecca Houghton says.
The forces that are shaping and reshaping our corporate landscape – technology, competition, geopolitics and demographics – are continuously changing, and are more volatile and disruptive than ever.
The C-suite are chiefs of their domains, responsible for leading a business and its respective departments and, as such, are the most powerful figures in the company.
The biggest space that leadership programs are failing is middle management. Far from the laughed-about middle manager of last decade, those that can lead from the middle – the B-Suite – are fast becoming invaluable.
We know that the challenge of leadership has shifted in the last few years to a greater state of uncertainty, ambiguity, and changeability than we have ever seen.
As if you didn’t already know, but your relationship with your boss is one of the things that most impact your satisfaction – and your career prospects, writes Rebecca Houghton.
With hybrid workplaces increasingly commonplace, business leaders are having to rejig their approach with staff, particularly when it comes to promoting motivation and teamwork.