Unshackle Middle Managers to Thrive in the Future of Work

Middle management is one of the most maligned roles in an organization, and the job comes with a host of unique challenges. But it's also one of the most important positions, helping turn an organization's strategic vision into reality, guiding team performance and nurturing talent.

The authors of the new book Power to the Middle: Why Managers Hold the Keys to the Future of Work (Harvard Business Review Press, 2023) are calling for a reimagining of the middle management role.

This data spotlights the need to reimagine the middle manager role for contemporary work dynamics, providing greater purpose and autonomy. With rapid technological and workplace changes, middle managers' people leadership is essential to guide teams through seismic challenges. However, flawed organizational structures often inhibit their success. Refocusing on middle managers by optimizing spans of control, building strategic capabilities, and increasing accountability will unleash their full potential and value.

SHRM Online: What are some of the everyday struggles of middle managers?

Field: Middle managers certainly struggle with the highest burnout levels due to a mismatch between expectations and reality, spending nearly half of their time on lower-value tasks such as individual contributions and administrative work. These struggles stem from a lack of autonomy and the burden of bureaucratic tasks that overshadow strategic development and people leadership. The demand for simultaneous upward and downward management creates dissonance, leading to increased stress and health issues.

To effectively combat these challenges, organizations need to redefine managers' operating systems. They need to set up managers' roles to help them focus on the most important people and business priorities, build manager capabilities, and support them.

SHRM Online: So what does successful middle management look like?

Field: Successful middle managers are people who want to be managers - the role should be a coveted destination, not just a steppingstone. Our research shows organizations with top-performing middle manager practices reap 3 to 21 times more significant total shareholder returns over five years. This statistic spotlights their immense, untapped potential. When empowered, middle managers become indispensable linchpins between the C-suite and the front line. They should focus on high-value priorities like people leadership and strategy. Companies must attract those who want to be managers and hold them accountable for business and talent results. The best middle managers adeptly navigate complexity, connect work to purpose and realize their full impact. To capitalize on their vital role, leading companies must position middle management as aspirational for those eager to manage, coach, and thrive in multifaceted environments.

SHRM Online: How can the organization best support and develop middle managers?

Field: To unleash middle managers, first, remove bureaucratic shackles. After stripping away administrative duties, reset roles to focus on high-impact priorities. Reframe middle management as a destination, not just a steppingstone. And develop and reward managers for achieving business and talent results.

With proper structural enablers and empowering culture, middle managers can thrive as indispensable partners between the C-suite and front-line employees. They will gain autonomy to innovate while guiding teams through complexity. A strong HR partnership ensures managers have the capabilities to nurture talent and drive performance. With the right environment, companies can tap into the immense potential of middle management.

SHRM Online: In the book, you write that effective managers must not be promoted out of their jobs - can you explain that?.

Field: Promoting top middle managers is often counterproductive because it pulls them away from what they love, which is to coach and connect people. Yet many organizations still act as if career progression necessitates escaping middle management. Instead, middle management should be positioned as a destination rather than just a way station. Businesses should retain high-performing managers by providing alternative incentives like salary increases, expanded responsibilities and flexible work arrangements. As companies adapt to the future of work, middle managers' on-the-ground expertise becomes invaluable in optimizing workforce allocation and embracing technology. To maintain engagement, offer more autonomy, development and meaningful challenges, not just promotions. Ask managers directly what forms of recognition they value most. With the right incentives, companies can leverage exceptional middle manager talent to nurture their workforces.