They all withold information, forward and delegate everything without giving clear instructions, frustrate their people and prevent them from meeting or even knowing their top managers in person. When they have a task done by their slaves as they often call subordinates between themselves, the outcome is never satisfactory: they throw it back again and again without touching it as long as it is exactly what their CXO asked for.
They promise the moon, but never meet deadlines or target, and always have their slaves to blame. They fatten themselves up to key figures and indispensable actors, only in order to block processes more effectively. They obstruct transparency, smash and destroy effectiveness.
Not to forget the human factor...
You are absolutely right. Can you imagine how demotivating it is to work for a leader like that? The impact of destruction amplifies if it appears on management level. It does not only slows down or blocks processes but demolishes work ethics and moral attitude.
What can be done against it? How can we fight them?
Open confrontation and direct exposures are suicidal. Do not forget that we are facing professional and fanatic agents that go to the wall to complete their mission. Please bear in mind that our lives are already in danger because of this talk.
What is the solution then?
There are two working solutions. Both need CXO approval. The short term, thus, brave version is the total extrusion. You do not need them at all. Flatten hierarchy, bring top managers and their employees together to share knowledge and tasks. They will take care of the work. By easing knowledge retention you will have a flawless flow of productive ideas on both levels, instead of following useless hierarchy.
The long term, thus, more complex version is adding real value to the role of middle management. Self-consistent selection process. Transparent HR principles. Right attitude rather than qualifications. Lead by example. Individual development plan. Strict monitoring. Absolute priority in any circumstances for customer visits with their subordinates. Internal meetings cut to virtually zero. Automated reporting structure. Mentoring and coaching attitude. Own sales plan on top of group's one. In case of conflict of interests between CXO and employer level, priority for employers. Confrontation with CXO, if needed. Real market feedbacks. Treating their employers as greatest assets of the company. Trust is a must.
Both scenarios have in common that you do no have to fight Middle Managers Agents because professionalism keeps them outside the building...
