Dear Bob ...In a recent discussion, I once again heard someone refer to the manager's role as being a buffer between their direct reports and upper management.In my experience this type of manager is creating problems for themselves and the organization. The reason is that they tend to be more of a bottleneck/barrier to communication within the organization. Over time people either find a way around the manager Dear Bob …In a recent discussion, I once again heard someone refer to the manager’s role as being a buffer between their direct reports and upper management.In my experience this type of manager is creating problems for themselves and the organization. The reason is that they tend to be more of a bottleneck/barrier to communication within the organization. Over time people either find a way around the manager which means the manager is becoming detached from the real work being done, or the work suffers because people don’t have the information needed to complete it properly. Do you have any tips for the managers out their to avoid becoming a barrier to communication and instead be a promoter of it?– ChannelingDear Channeling … Usually, when I hear this description, “buffer” is a euphemism for “linebacker.” In this model, upper management is viewed more as a source of trouble than anything else, and the manager protects staff from the trouble.The way to avoid this version of the problem is for upper management to stop causing trouble. It’s easy to say but hard to achieve because it’s unlikely they see their actions in this light, and if it’s true they’re unlikely to be receptive to the message.The other place I hear this description is in organizations that have too many management layers. That leaves some managers with little to do beyond acting as liaisons among people who could more easily talk to each other directly. The solution to this is usually unfortunate and draconian: These middle managers lose their jobs and are either demoted into positions that create real value or are “decruited” from the company altogether. How can managers avoid falling into this trap? The answer is to be brutally honest with themselves. It’s something every employee should do on a regular basis, in fact: Take a hard look at what they do, ask whether it’s important enough to justify the time and expense of their doing it, and if not figure out what else they could do instead that justifies what the company pays them.– BobPowered by ScribeFire. Technology Industry