Organizations should provide opportunities for growth within middle management and not undervalue the role.
Middle managers have a unique perspective and can act as impact multipliers by aligning their teams and empowering individuals.
Deep dives
Middle managers play a crucial role in organizations
Middle managers are often seen as a necessary step on the path to senior leadership, but some individuals may find that they prefer to stay in middle management rather than pursue higher levels. It is important for individuals to evaluate whether the middle manager role is the right fit for them and aligns with their interests and strengths. Additionally, organizations should consider different paths for career growth and provide opportunities for individuals to excel in middle management. Middle managers have a unique perspective and can act as impact multipliers by aligning their teams on problem-solving efforts, bundling tasks effectively, and empowering their teams. These managers can also provide essential insights that senior leaders may not have access to. Furthermore, the role of middle managers will likely evolve with the advancement of AI, and managers should focus on bundling tasks rather than fearing job displacement. Overall, middle managers are key to the success of organizations and should not be undervalued or overlooked.
Identifying the right fit for middle management
Not everyone is suited for the middle manager role, and it is essential for individuals to evaluate whether it aligns with their interests and strengths. It is important to consider the responsibilities of the role and examine whether they are excited about the work and whether the role is set up for success. Individuals may choose to stay in middle management because they enjoy the work and find it fulfilling, and organizations should provide opportunities for growth within this role. It is crucial for both individuals and organizations to have open discussions about career paths and aspirations to ensure the right fit for middle management.
The importance of empowering middle managers
Middle managers play a vital role as impact multipliers within organizations. They have a unique perspective and can effectively bundle tasks, align teams, and drive successful outcomes. However, many middle managers face challenges such as administrative tasks and balancing individual contributor work. Organizations should strive to streamline administrative tasks, allowing managers to dedicate more time to people leadership and strategy. Additionally, middle managers should focus on aligning their teams on problem-solving efforts, empowering individuals, and providing feedback and coaching in real-time. By empowering middle managers and providing the necessary support, organizations can unlock their full potential and drive greater success.
Addressing burnout among middle managers
Middle managers often face high levels of burnout, which can impact their well-being and effectiveness. It is important for managers to prioritize self-care and well-being to avoid burnout and ensure they can effectively lead their teams. This includes creating space by deprioritizing non-essential tasks, implementing micro-recovery practices such as short breaks and deep breathing exercises, and planning for macro recovery through time off. By taking care of their own well-being, middle managers can better serve their teams and drive positive outcomes.
Welcome to an interview with the author of Power to the Middle: Why Managers Hold the Keys to the Future of Work, Emily Field. In this book, McKinsey thought leaders Bill Schaninger, Bryan Hancock, and Emily Field call for a profound reimagining of managers and their roles. They explain how middle managers are uniquely positioned close to the ground but with a crucial connection to company strategy, enabling them to guide their organizations through periods of rapid and complex change, as well as to help shape the new world of work.
Emily Field is a partner in McKinsey's Seattle office. She helps organizations with distributed workforces deliver on their performance goals, with the role of the manager front and center. Emily holds a BA in government from Georgetown University.