It's Time to Rethink Middle Management

Let’s be honest. Middle management has a branding problem. For decades, organizations have treated it like a parking lot: a spot where high-performing individual contributors go when there’s no other way to promote or reward them. No training, no guidance, no clarity, just a new title and a heavier workload.

This practice doesn’t just shortchange the manager. It’s bad business.

According to McKinsey research, companies with top-performing middle managers achieve significantly better financial results - up to 21 times greater total shareholder returns over five years. That’s not a marginal gain. That’s a competitive advantage.

But here’s the catch: great middle managers don’t just appear. They’re built. And right now, too many organizations are still setting their managers up to fail.

So let’s fix it. Let’s stop promoting people into leadership roles without a plan. Let’s give them the tools, training, and support they need to succeed. Because if we want strong organizations, we need strong people leaders at every level.

‍

Why Middle Managers Matter More Than Ever

Middle managers translate strategy into action. They’re the bridge between leadership vision and frontline execution. They shape team culture, drive performance, and play a direct role in employee engagement, retention, and growth.

And yet, most managers are drowning in bureaucracy and admin work instead of doing what actually drives performance: leading people.

McKinsey’s survey of middle managers found that many spend most of their time on non-value-adding tasks. Only 20% of managers said they felt supported by their organizations to be effective people leaders.

That’s a massive gap and a missed opportunity.

‍

The Problem: Promotions Without Preparation

One of the most common (and costly) mistakes companies make is promoting people into management because there’s no other way to reward them. Talented engineers, designers, analysts, and other specialists are “lifted” into team lead roles, often without training, without a support system, and without being asked if that’s what they even want.

The result? Frustrated managers, disengaged teams, and underperforming departments.

Management isn’t just a reward. It’s a craft. And like any craft, it requires development.

If we’re serious about digital transformation, agility, and long-term growth, we need to start treating management as a capability, not an afterthought.

‍

The Solution: 5 Moves That Actually Help Managers Thrive

Based on McKinsey’s findings and real-world case studies, here are 5 actions organizations can take right now to help middle managers succeed and help their companies perform better as a result.

1. Fix the Span and Structure

You can’t ask managers to lead well if they’re spread too thin or given teams that don’t make sense.

Too many direct reports? There’s no time for coaching or strategy. Too few? You’ve probably promoted someone just to give them a raise, and now they’re stuck doing admin work instead of applying their real strengths. Start by auditing your org chart. Are managers set up to lead effectively, or are they buried in tasks and meetings? Is every manager role necessary or are some better suited to expert tracks that don’t require people leadership?

Give managers the right scope, and you’ll unlock both efficiency and satisfaction.

2. Strip Out the Bureaucracy

Middle managers often get blamed for red tape but more often, they’re victims of it.

McKinsey found that almost half of managers say bureaucracy is the most frustrating part of their job. Endless reports, approval chains, and pointless meetings suck up hours that could be spent developing people, solving problems, or innovating.

This is where tech can help. Use automation and AI to offload repetitive tasks. Eliminate unnecessary reporting. Cut down on meetings that don’t move work forward.

One financial services company, for instance, used AI tools to help managers access internal knowledge quickly. A utility firm revamped scheduling with AI to free up hours per week. Small changes, big impact.

‍

3. Invest in Capability Building

It’s not enough to tell managers to “be strategic” or “coach their teams.” You have to show them how and build those skills deliberately.

McKinsey identified 11 key behaviors linked to high-performing managers, including creativity, openness, discipline, supportiveness, and talent development. But not every organization needs all of them at once.

The smart move? Start with the behaviors that align most with your business strategy.

If you’re focused on execution, prioritize accountability, discipline, and challenge. If you’re driving innovation, invest in creativity, trust, and empowerment.

From there, create custom learning journeys. Define what good looks like. Train managers in ways that fit their level and context. And hold them accountable for growing in those areas.

‍

4. Make Manager Experience a Priority

Middle managers are the most burned-out layer in the workforce. They take pressure from both above and below. And unlike executives, they don’t always get clarity on the "why" behind change.

We need to protect and elevate the manager experience.

That starts with redefining the role not as a stepping stone, but as a destination. Make it something to aspire to.

Highlight the impact and purpose of strong people leadership. Also, ensure your manager ranks are diverse. Right now, women and people of color remain underrepresented in these roles. Mentorship, sponsorship, and inclusive promotion practices can change that and boost team performance overall.

And finally, give your managers stretch assignments, growth opportunities, and cross-functional challenges. They want to grow, so let them.

‍

5. Build Accountability Into the System

If we want managers to lead better, we have to reward what matters.

That means aligning performance management with leadership behaviors.

1. Set clear goals.
2. Create feedback loops that include input from direct reports.
3. Use tools like pulse surveys and dashboards to track how managers are doing and
4. Give them real-time data to improve.

One global bank embedded leadership behaviors into its annual review process. Managers set goals linked to coaching and strategy, got 360 feedback, and saw their performance data alongside their peers. The result? Organizational health soared.

Accountability shouldn’t feel punitive it should feel empowering. It’s how we signal that people leadership is serious work, and worth doing well.

‍

Final Thought: The Cost of Doing Nothing

Middle managers are not expendable. They’re not obstacles to flatten. They’re the drivers of culture, engagement, and execution. If you’re still promoting people into these roles without a plan or if your managers are stuck in survival mode, you’re leaving money on the table and talent on the sidelines.

It’s time to flip the script. Start seeing middle management as a lever for transformation, not a byproduct of org design.

Train them. Support them. Hold them accountable. And watch your company thrive.

‍

‍