Faced with cost pressures, a frequent scenario is that middle manager numbers are slashed.

At a stroke, budgets look more positive and at first, it appears there is little harm done. But what is the true cost?

We see middle managers are the vital link in organizations, connecting leadership with employees.

Often overlooked, their role is crucial for maintaining morale, productivity, and overall performance.

They are critical in:

• Implementing organizational strategies into actionable plans.
• Employee engagement and retention – significant impact on morale, job satisfaction, and turnover rates.
• Organizational culture and talent development – pivotal in shaping workplace culture and developing future leaders.

Unfortunately, organizations frequently cut middle management, oblivious to their true role in a short-sighted strategy that can negatively impact outcomes.

There is a strong case for HR fighting its corner when cost cutters call for de-layering of management structures.

Let’s take a fresh look at the present and potential role of middle managers as a practical way to build organizational success.

Managers are a precious resource: If absent, this is what you miss

Middle managers are key to organizational success, bridging the gap between leadership and the workforce.

As organizations grow more complex, middle managers must go beyond daily operations to think strategically.

They should align team objectives with organizational goals, identify improvement opportunities, and contribute to the overall business strategy.

This can only happen if they are encouraged to participate in long-term efforts and equipped with the necessary skills.

Execution of strategy:

Middle managers translate organizational strategy into actionable plans for their teams. Their ability to effectively execute these plans is essential for achieving business objectives. New strategies often require time and skill to implement, making local expertise invaluable.

Employee engagement and retention: Middle managers directly impact employee morale, job satisfaction, and turnover. They are the frontline defense against employee disengagement, making their ability to model and explain new behaviors vital.

Organizational culture: Middle managers shape and reinforce organizational culture. Their actions and behavior significantly influence the overall workplace atmosphere.

Talent development: Middle managers play a crucial role in identifying, nurturing, and developing talent, building the organization’s future leadership pipeline.

Several factors have made middle manager development a top priority:

• Increasing organizational complexity: The business environment is becoming more complex, requiring middle managers to be more agile, adaptable, and strategic.
• The Rise of remote and hybrid work: Managing virtual teams presents unique challenges, demanding new skills and approaches.
• Focus on employee experience: As organizations prioritize employee well-being and engagement, middle managers become central to creating positive employee experiences.
• Digital transformation: The rapid pace of technological change requires middle managers to be digitally savvy and leverage technology to drive business outcomes.
• Talent shortage: Many organizations face talent shortages, making it essential to develop and retain high-performing middle managers.

By investing in middle manager development, organizations can improve operational efficiency, innovation, and overall business results.

Middle managers can be a powerful catalyst, creating a positive and inclusive workplace culture and ensuring a steady stream of talent for leadership roles.

Ultimately, focusing on middle managers is not just about developing individuals; it’s about unlocking the organization’s full potential.

The important role of middle managers in a changing organization

No organization is immune to change.

Adapting to new challenges is never easy, and sometimes managers resist change to protect their teams.

Middle managers need to understand the importance and process of change, which requires coaching and development.

When done well, this capability can amplify success as they and their teams face change at the front line.

Their roles in change are clear:

• Change champions: Middle managers are often the face of change to employees. Their enthusiasm, belief in the change, and ability to communicate its benefits are crucial for building support.
• Change o=interpreters: They translate complex change initiatives into understandable terms for their teams, explaining the ‘why’ behind the change and aligning it with team goals.
• Change agents: Middle managers execute change by implementing new processes, systems, or structures, often leading by example and coaching their teams through the transition.
• Change communicators: Effective communication is key during change. Middle managers must keep their teams informed, address concerns, and manage rumors.
• Change supporters: By providing guidance, support, and resources, middle managers can help their teams navigate the challenges of change.
• Enhance support systems: Provide adequate support, such as coaching and mentoring, to help middle managers navigate their expanded roles.

HR strategies to build up the value of middle managers

Reducing or eliminating middle managers should be approached with caution due to their critical role. Consider these strategies to support them:

• Develop clear career paths: Ensure clear career progression opportunities for middle managers to motivate and retain them.
• Promote a culture of continuous learning: Encourage continuous professional development and offer training programs that help middle managers adapt to new challenges and technologies.

Skills to make a success of the role

Middle managers need a blend of technical and interpersonal skills to excel:

The skilled coach-leader  

Middle managers are increasingly expected to coach and develop their team members to meet complexities and challenges.

Transitioning to this coaching approach requires strong interpersonal skills, active listening, and a focus on employee growth, often necessitating skill development. In addition, there is a need for:

• Change management knowledge: Understanding change management frameworks and methodologies is essential.
• Communication skills: Clear, open, and honest communication is vital for building trust and managing resistance.
• Emotional intelligence: Empathy, active listening, and the ability to manage emotions are crucial for navigating change.
• Leadership skills: Inspiring and motivating teams through change requires strong leadership qualities such as role modelling.
• Problem-solving and decision-making: Middle managers often face unexpected challenges during change, requiring quick thinking and problem-solving abilities.
• Resilience: The ability to adapt to changing circumstances and overcome setbacks is essential.

Equipped with these skills and support, middle managers are more likely to drive successful change, but this requires investment in time and money.

Examples of middle manager development

As examples, here are organizations that have structured their middle management development to fit their needs:

• Barclays bank: Barclays’ “Leading at Barclays” initiative focuses on building leadership skills, strategic thinking, and fostering an inclusive culture. They emphasize mentorship and cross-functional projects to provide diverse experiences and growth opportunities.
• Unilever: Unilever’s “Future Leaders Programme” targets middle managers for development into senior leadership roles, including rotational assignments, leadership training, and exposure to global operations.
• NHS Leadership Academy (UK): A middle management program that blends online and face-to-face learning, focusing on leadership skills, healthcare management, and strategic decision-making, preparing middle managers for higher leadership roles within the NHS.

Implications for HR and L&D

Investing in middle manager development is essential. HR and L&D should resist calls to slice out headcount in middle managers.

They should be building up the role, by offering targeted programs, building strong partnerships with line managers, and leveraging new technology to support this move.

The demands expected of line managers have increased, especially with remote and hybrid work.

Building trust, fostering collaboration, and ensuring employee well-being in a dispersed workforce requires new leadership skills that middle managers are well-placed to put into practice.