Navigating The Middle: How HR And Senior Leadership Can Support Middle Managers

Middle managers are some of the unsung heroes of the corporate world. They’re the bridge between senior leadership and front-line employees. However, their unique challenges often go unnoticed, leading to burnout, disengagement, and decreased productivity.

While senior leaders set the vision and know where the business is going, middle managers don’t always get read in on the bigger picture, leaving them feeling buffeted by the winds of what’s happening in the organization.

They often switch between subordinate and leadership roles multiple times daily as they balance the demands from above and below. Add competing priorities, communication breakdowns, and a lack of clarity around expectations into the mix, and the balancing act can feel like walking a tightrope.

As Zengler-Folkman found when they surveyed 320,000 employees, this took its toll because when it comes to job satisfaction, managers fell in the bottom 5%. Gallup’s results echo the strain felt by middle managers, with only 35% reporting they felt engaged at work.

With conflicting priorities, limited resources, and tight deadlines, it’s easy to see why middle managers often feel overwhelmed and unsupported in their roles which naturally leads to increased stress, burnout, and ultimately higher turnover rates. In fact, 43% of middle managers report high burnout, the most across job levels (McKinsey).

Middle managers also need to navigate complex company structures and politics. As the intermediary between the C-Suite and front-line employees, they must effectively communicate and implement strategic decisions while also managing relationships (up, down, and across) and competing interests within the business. This can be a daunting task, especially considering that only 1 in 10 managers has the requisite skills to do their jobs (Gallup).

And yet, when managers are supported and engaged, the ripple effects are felt through every level of the company. McKinsey found that organizations with top-performing middle manager practices reap 3-21x more significant shareholder returns over five years.

So, how can HR and senior leadership support middle managers to thrive and succeed in their roles?

The 7 Pillars Of Success For Middle Managers

#1 - Priorization & Delegation

Middle managers are often caught in the crossfires of competing demands, making it challenging to prioritize tasks effectively. According to a study by McKinsey, 44% of middle managers struggle with time management due to conflicting priorities.

We worked with a client who had been rewarded for all his years of selling. Now, he had a team, a new vertical, a new boss, and more competing priorities than he could count. Leadership suggested he try coaching, and while he was amenable to the idea, he wasn’t sure how he was going to find time for it in his busy calendar.

We began by being ruthless with the 4 Ds (Do, Defer, Delegate, Delete) to create space in his calendar. Using an Eisenhower Matrix is also helpful in sorting through priorities.

It’s easy for middle managers who are experts in their area to get pulled into the weeds. Delegation and learning to share the workload becomes essential. But it can be challenging with 52% of middle managers reporting they lack the confidence to delegate tasks effectively (HBR). Try asking yourself who else could do this even if they did it 80% as well as you.

With coaching, mentoring, or training, middle managers can develop the confidence to effectively manage their workload. By learning to prioritize tasks based on strategic importance and delegate responsibilities to their teams effectively, they can improve productivity and efficiency and free up time for leading, strategizing, and professional development.

#2 - Leadership Development

Middle managers are often promoted based on their technical expertise rather than their leadership skills, leaving them ill-equipped to handle the demands of their new role. A survey by Deloitte found that 60% of middle managers do not receive any kind of formal leadership training upon promotion. This lack of training can hinder their ability to motivate teams, make strategic decisions, and drive organizational change.

SHRM reported that studies show that over half of managers fail within the first 18 months. So creating an onboarding program and providing the training necessary to lead is essential to leadership retention.

We worked with another client who was used to being a subordinate and deferring to her boss when she was given a team to manage. While she had experience delegating as a supervisor, her new role required her to shift her leadership style, adopting a more coaching, mentoring, and collaborative approach. Having grown up in the organization, she also had to have a conversation with her boss to set new expectations for her new role.

It can be helpful to clarify what good leadership looks like in your company and how you demonstrate that in a way that aligns with your mission and values.

There are many initiatives that companies can add both informal, such as lunch and learns, TED-style talks, mentoring, internal speakers, and reading groups, and more formal opportunities for learning, such as leadership development programs, online courses, and executive coaching, which can help middle management employees develop essential skills such as communication, decision-making, managing conflict, emotional intelligence, and strategic thinking. And of course, creating an onboarding program that sets leaders up to succeed.

#3 - Expectation Setting

A study by Gallup revealed that only 30% of middle managers strongly agree that they understand what’s expected of them at work. This lack of clarity can result in miscommunication, frustration, and decreased performance.

It’s important to have a conversation with senior leaders about priorities, how they’ll be recognized and incentivized, and the most important outcomes. Setting expectations with their team also helps everyone to feel secure in their role and work towards the outcomes that matter most.

Regular performance reviews, goal-setting sessions, and feedback mechanisms can help clarify expectations and provide guidance on how middle managers can meet and exceed organizational goals. By promoting a culture of transparency and accountability, companies can enhance the performance and job satisfaction of middle managers.

#4 - Mental Health & Well-Being

Burnout among people working in middle management is a significant concern, with 43% reporting high burnout levels (McKinsey) and 18% showing symptoms of depression (Columbia University, SHRM).

Organizations can support the mental health and well-being of middle managers by offering resources such as mental health support, wellness programs, and manageable workloads. Creating a supportive work environment that recognizes the importance of work-life balance is crucial. When middle managers feel supported in their roles and well-being, they are more likely to be engaged, productive, and loyal to the business.

#5 - Relationship Building

Middle managers must navigate complex interpersonal relationships within the business, including managing up to senior leadership, across the business with peers, and managing down to front-line employees. A survey by Officevibe found that 46% of middle managers struggle with building effective relationships with their colleagues. This challenge can hinder collaboration, teamwork, and overall organizational effectiveness.

We worked with a client who was a star in his organization. He insisted on only working with “A” players and he pushed them hard. He didn’t think to check in with their experience, and while most people loved him, some members found his style challenging to work under. Together, we worked on increasing awareness around his actions and the benefits of having a team not just made up of “A” players. This client also didn’t want to work across the organization; however, when we showed him the ROI of relationship building, he shifted incredibly.

Organizations can support middle managers in strengthening their relationship-building skills by offering training around collaboration, teamwork, and communication. Team-building activities, cross-functional projects, and networking events can help middle managers connect with their colleagues and build trust within the organization. By fostering a culture of inclusivity and camaraderie, organizations can create a supportive environment where middle managers can excel.

#6 - Communication Enhancement

Effective communication is essential for middle managers to convey strategic initiatives, provide feedback, and align teams toward common goals. A report by Interact revealed that 69% of managers are uncomfortable communicating with employees. This lack of communication skills can lead to conflict, misunderstandings, and decreased employee engagement.

Whether part of a larger leadership development program or more targeted training, developing communication skills should be a priority for leaders at all levels. Workshops on active listening, giving and receiving feedback, and conflict resolution can give middle managers the confidence they need to communicate with their teams. By promoting a culture of open, transparent communication, organizations can enhance employee engagement, alignment, and overall organizational performance.

#7 - Recognition & Feedback

Regular recognition and constructive feedback can boost middle managers' morale and engagement (SHRM). Organizations can implement a culture of regular recognition and constructive feedback using both formal and informal methods to recognize achievements and provide feedback. This approach ensures that middle managers feel valued and motivated, which in turn positively impacts their teams and the organization as a whole.

By focusing on these seven pillars, HR and senior leadership can provide middle managers with the support and resources they need to succeed. When middle managers have the skills and confidence to prioritize, delegate, build relationships, communicate effectively, and develop their leadership style, the positive impact resonates throughout the organization, contributing to long-term success in today’s competitive business landscape.