The Loneliest Role at Work Is the New Middle Manager

Editor's note: Posts published on From the Workplace are written by outside contributors and do not necessarily reflect the views or opinions of SHRM.

Promotion day can be rewarding, from high-fives all around to a brand new Slack title. By the end of the first month, many first-time managers realize that they have gotten themselves into more than they expected for their new position. For HR leaders, supporting these "middle-grounders" ultimately lands somewhere between building a leadership pipeline and managing a burnout mill.

Handling 360-Degree Pressure

A huge shock for new managers is the sudden need to simultaneously manage up and down. They become the "organizational shock absorbers," creating daily tasks for their teams using high-level executive strategies while advocating for their team's needs to the C-level. Research on manager development shows that strong leaders help increase business profits and improve organizational performance, motivating their employees to reach their full potential through inclusive leadership and providing support when needed, all while managing their own emotions and responsibilities.

The "Same Desk, New Role" Tension

With a new role comes peer resentment. One week, you're bonding with a co-worker over how frustrating the coffee machine can be. The next, you're approving their PTO!

While it can be inherently awkward, transitioning from being a part of the work squad to the "Top Dog" position is the main cause of first-time authority jitters. A lack of a clear framework for this transition often causes new managers to default to being too "bossy" or too passive, which can dissolve workplace culture.

To Ask, or Not to Ask?

New managers experience "imposter syndrome": the feeling of self-doubt and not belonging where they currently are, while feeling that they have to demonstrate total competence.

Behind closed doors, they are wishing they could ask:

• "How can I provide a 'needs improvement' rating without ruining a friendship?" 
• "What do I do when my former work-buddy ignores my deadlines?" 
• "How can I find the time to be productive while attending all of these meetings?"

Where Companies Drop the Ball

Unfortunately, this is where many organizations stumble. The most common mistake? The "Sink or Swim" Fallacy.

Companies promote their individual star talent and assume that leadership skills will magically be bestowed upon them. By failing to provide feedback, such as leadership assessments, companies leave these new leaders in a dark tunnel with no light at the end.

Podcast Episode: How HR Can Support First-Time People Managers

The Cure

Instead of the usual "one-and-done" orientation provided by HR, new managers can quickly assimilate within their environments through functional assessment tools and peer mentor groups  —  allowing managers to see their weak spots before they become recurring habits.

In this case, a 360-degree leadership tool is beneficial for helping new managers. By receiving confidential feedback from coworkers and other employees working around them, managers receive a reality check and can use those critiques to fix these issues and ultimately grow within their leadership position.

While leaders don't successfully become the backbone of the team overnight, they can reach that level when the right support and resources are provided to them, ensuring that they are also being seen and heard. The entire organization cannot stand taller without support in the middle.

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Nicole Nadeau is the President and Founder of Launch 360, a leadership development and feedback platform.