Cutbacks notwithstanding, America's corner offices expect the sort of service they've grown accustomed to. When Hite had eight staffers, she says, it was easy to monitor closing dates for such lists and make sure NewSouth got included. Other bosses are less forgiving, says Brandt Allen, associate dean for executive education at the University of Virginia's Darden Graduate School of Business Administration. Indeed, in lean times, middle managers must have a clear picture of cost-chopping goals. If you're not, speak up, but be ready with plan B, Allen adds.
Middle managers have to figure out a way to manage upward so they can shape what's going on.
Of course, if shareholders are grousing about company performance, it's unlikely a senior executive will appreciate a middle manager who declares she can't squeeze another ounce of productivity out of her department. A few weeks ago, he took over as head of his office after the guy before him unceremoniously split. Possible cuts include relocating to less-expensive offices, terminating leases on computer equipment, returning unnecessary office furniture to a rental agency, and finding a cheaper garage where his 21 employees can park. I'm glad to be in this position. It could be worse.