The Cheese in the Sandwich: Thoughts on Leadership While Hiking in the Woods
While hiking through one of the beautiful forests in the Netherlands during a visit to my parents, a question suddenly jumped into my mind: what is the most crucial leadership position in an organisation?
I do not pretend to know the ultimate answer or own the truth. Why, why, why did this question pop into my head during a quiet walk?
It wasn't about being competitive or discarding any other leadership role in an organisation. I was just wondering: who is actually translating the strategic direction, the objectives, focus, and passion of the Executive Team into the organisation?
The leaders who connect strategy to execution
Look at Level 3 leaders: VPs, SVPs, EVPs, Managing Directors, GMs, Regional and Country Leaders, Divisional and Business Unit Heads.
These leaders are uniquely positioned to own that translation, and to make sure the reverse translation of real challenges actually ends up back with the C-suite.
It's tough. It often feels like you can never keep everyone happy. You are literally the cheese in the sandwich because you are constantly:
- Managing up
- Leading down
- Influencing across
- Delivering results
I am just wondering: do we realise the uniqueness of this position enough? And do Executive teams think about this question too?
The "translation" role
One of the most valuable ways to describe Level 3 is as an organisational translator. (No surprise this matches my USP: you won't have to translate your world for me.)
When the CEO says, "We need to transform the business," the Level 3 leader has to translate that into: what does this actually mean for my business, day-to-day?
Why Level 3 is such a critical layer
Research on organisational hierarchy consistently points to the importance of the middle layers in strategy execution, information flow, employee engagement, and organisational change.
The problem is that Level 3 leaders are often expected to do contradictory things simultaneously:
- Be strategic, but deliver the numbers.
- Challenge the executive team, but align once a decision is made.
- Empower your people, but remain accountable for their performance.
- Move fast, but bring people with you.
- Be visible, but don't create unnecessary noise.
- Represent the organisation, but protect your people.
That is where the pressure comes from.
The leadership dilemma
Level 3 leaders operate within the system while simultaneously being expected to change it.
They have substantial influence, but usually not unlimited authority. They are senior enough that people expect them to have answers, but not always senior enough to make the decisions that would solve the problem.
That creates an interesting leadership dilemma:
"I am accountable for the outcome — but do I actually have the authority to create it?"
Is there something Executive leaders can do?
Yes, yes! Have regular conversations. Really listen to this unique group of leaders. They provide the best opportunity to fine-tune and improve your plans and your leadership.
They know what is going on, what works and what doesn't work, what clients love and what they don't.
So, next time you think about your organisation's strategy, ask yourself: how can we best champion and empower these vital leaders so that everyone thrives together?