Hi Mark and Mike, love your podcast, and I am learning a lot from you guys. Definitely appreciate your work into this.
My question is not neccessary something that can be immediately answered but could be the focus of some future podcasts because I think it is a lot bigger issue than what you guys are covering.
How can all these tools be applied when you are in a middle management role and have a lot of other responsibilties and tasks on your plate and truely do not have the time to focus on all these management techniques. I am interested in trying to bring more of these into my day to day job (especially more coaching and O3s) but my manager has other expectations of me and this is not really outlined as my primary role. Do you have any suggestions to try to change this so that I could take on more management without stepping on toes or looking like I'm pushing my way in?
I am a team leader of 5 direct reports in a fairly small engineering firm. So, all the manager expectations apply to me but I end up with a lot of work myself as project manager, product development, or lead technical engineer in projects. These are priority in my company typically and makes applying and sticking to any of these management practices very tough.
How can these techniques and ideas be presented or proven to upper management so that I would actually be able to perform more of them and keept them at a higher priority?
Any ideas or podcasts around this would be greatly appreciated as I'm sure there are others in my same situation where even if you believe this stuff, it doesn't yet mean you can do because you still have a boss to answer to yourself!