LEADERSHIP CORE STRENGTH
Solving the middle management crisis Middle managers have been misunderstood and misused for decades. It’s time to recognize their impact – and rethink their role Writing Bill Schaninger, Bryan Hancock & Emily Field
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istorically, middle managers have held a critical role within organizations, acting as the connection between leadership and frontline workers. But ask today’s senior leaders their opinion of the contribution made by middle managers, and the answers are unlikely to be entirely positive. What happened? Perspectives on middle managers hit a tipping point in the early 1990s when the ‘bloat’ experienced by many corporations was attributed to middle managers. Ever since, this line of thinking has remained common. It has stunted the growth of middle managers and left organizations with a middle layer of ‘permafrost’ – managers who have refused to evolve – or, in some cases, no middle layer at all. When the pandemic hit, this mindset was suddenly challenged. The rapid transition to remote and hybrid work proved to leaders that middle managers provide an essential connection to the front line – and made people management more important than ever. Middle managers can add tremendous bottom-line value to an organization, and they are one of the biggest
Senior leaders would do well to remember that people leave managers, not companies
factors affecting the wellbeing and experience of frontline workers – but they need tools, training and autonomy to perform their role effectively. Business leaders need to ensure middle managers can make a positive difference and realize growth in today’s evolving business environment.
The making of a crisis The current condition of middle managers is the end-product of organizational change, productivity increases, remote work and talent management – or lack thereof. Over recent years we have seen ‘flatter, faster’ companies rapidly scaling, only to realize 50
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