Managing Managers Isn’t About Control — It’s About Clarity


You just got promoted. Congratulations.
You’re now leading managers, the people who lead the people.

That means your job has changed in a fundamental way.
You’re no longer the person who does the work or even directly manages those who do it.
You’re the person who creates enough clarity that others can lead effectively without you.

The First Shock: Progress Feels Slower

When you managed individuals, you could move fast, jump into the details, fix issues, and see progress that same afternoon.

Now? Everything feels slower.

Not because your team is weaker, but because your intent has to travel through two layers of interpretation. Every gap in clarity multiplies as it moves down the org chart.

Your new challenge isn’t doing more; it’s being understood faster.

Your Real Work Is the Communication Loop

Clarity doesn’t end when you hit “Send” or finish a meeting.
You have to close the loop.;

That means:

  • Checking that your message landed the way you intended

  • Listening for how it’s being retold by your managers

  • Watching how decisions are made when you’re not in the room

You’re not just communicating, you’re calibrating.
If what your managers say to their teams doesn’t sound like what you meant, that’s not their failure. It’s feedback on your clarity.

Coach the “How,” Not the “What”

When your direct reports are managers, success isn’t about their output anymore; it’s about how they lead.

That means shifting your conversations from:

“Did your team hit the milestone?”
to
“How did you help your team get there?”

You’re no longer a fixer, you’re a multiplier.
Every coaching moment with a manager ripples through their entire team.

Build a Rhythm for Alignment

Skip-level conversations, weekly priorities, and structured reflection time aren’t “nice-to-haves.” They’re your visibility system.

You need a consistent rhythm of:

  • Setting direction: Define the “why” and “what.”

  • Syncing understanding: Confirm alignment before execution.

  • Surfacing friction: Create space for managers to bring issues early.

That rhythm keeps everyone connected to the same goals and stops you from being surprised when projects drift off course.

Protect Time to Think

You can’t delegate clarity.
Block time each week to zoom out; review progress, refine your message, and think about strategy.

If you don’t make time to think during work hours, your brain will find time for you at 2 a.m.

Bottom Line

Managing managers isn’t about having more authority.
It’s about having more patience, more clarity, and better loops.

You’re no longer leading people; you’re leading the people who lead people.
Get that right, and the organization moves as one.;


If you’re growing into a director or senior manager role and want help building clarity and communication rhythms that scale, connect with me at jessestaffordcoaching.com.

You’re great at the work. Let’s make it visible.

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