Why I believe middle management is a massive opportunity for organizations.
Why Middle Management Deserves the Spotlight
When people think about organizational success, the spotlight often shines on senior leadership driving strategy or on individual contributors delivering results on the ground. But there’s one group that goes unnoticed: middle managers. They are a massive opportunity for organizations. If you want to improve productivity, engagement, customer outcomes, profitability, or whatever the main concern is for your organization, take a look at middle managers. Here is why; whenever I am faced with a situation I need to improve, I look to a part in the system that has the most potential impact on the whole. For many organizational improvement areas, middle managers are the best place to start because they have the most potential impact. If you look at a visual representation of an organization and you zoom in on a middle manager, this becomes very obvious. They are the pivot point that should be the starting point for any improvement program. But as middle managers themselves state, according to McKinsey research, only 20% of them feel supported by their organization.
I know this firsthand because I’ve been a middle manager myself. It’s a unique position in the organizational ecosystem, and it’s one that comes with its own set of challenges. You’re the bridge, the translator, the glue holding two worlds together. On one side, you have the leadership team setting the course, making big decisions, and driving long-term strategy. On the other, you have your team, the people delivering the daily outcomes that make the organization run.
The role demands a wide range of skills. You’re expected to discuss high-level strategy and resource allocation while also being hands-on—coaching individuals, solving immediate problems, and creating a culture where people can thrive. That’s a complex balancing act. And yet, the resources and support for middle managers are often scarce.
A Gap in the System
In my research, I’ve noticed an interesting pattern:
Leaders at the top often have access to one-on-one coaching, leadership development programs, and tailored resources.
Individual contributors benefit from training programs, mentorship opportunities, and upskilling pathways.
But what about middle managers? This critical layer in the organization often has to figure things out on their own. They are expected to excel at everything—from strategy implementation to managing team dynamics—without the structured support available to others.
The numbers tell a compelling story. A massive study involving 320,000 people revealed that middle managers make up the largest share of the bottom 5% in job satisfaction.
It’s no surprise. They’re pulled in all directions and rarely given the tools to succeed. And if middle managers aren’t thriving, how can we expect them to inspire their teams, sharpen organizational strategy, or drive meaningful change?
Middle Managers can be the engine for your organization.
The Power of the Middle
Middle managers aren’t just another layer of bureaucracy—they’re actually the engine of change. Whether it’s adopting artificial intelligence, transitioning to hybrid work, or embedding sustainability into business practices, middle managers are the make-or-break factor for any transformation.
Here’s why:
Translating Strategy into Action
While leadership articulates the vision, middle managers bring it to life. They’re the ones answering the “why” for their teams, breaking down strategic goals into actionable steps, and bridging the gap between organizational priorities and day-to-day execution.Building Trust and Buy-In
Research shows that only 53% of employees believe in their organization’s strategy. That’s a coin toss. And while leaders can communicate the big picture, it’s middle managers who determine whether employees trust and buy into that vision. They’re the ones answering tough questions, addressing skepticism, and creating alignment.Managing the Human Side of Change
Change is hard. It disrupts workflows, challenges routines, and creates uncertainty. Middle managers are the front line in helping their teams navigate this. They’re not just implementing new processes; they’re helping people adapt, cope, and eventually thrive in new circumstances.
But this potential can only be unlocked if middle managers are equipped with the right tools and techniques. Otherwise, they risk becoming a bottleneck rather than a driver of progress.
Why We Need to Invest in Middle Managers
Middle managers are often overlooked, but they’re too critical to ignore. Supporting them isn’t just a nice-to-have—it’s a must-have for any organization aiming to stay competitive and agile.
When we invest in middle managers, we unlock:
Better Strategy Execution: A well-supported middle management layer ensures that strategy doesn’t get lost in translation.
Stronger Teams: With the tools to lead effectively, middle managers can build high-performing teams that are engaged and aligned with organizational goals.
Smoother Transitions: From technological innovations to cultural shifts, middle managers can turn disruptive change into opportunities for growth.
It’s time we shift the narrative. Middle managers are not just the “in-between” layer—they’re the heart of the organization. And if we want our organizations to succeed, we need to focus on empowering them.
That’s exactly why the Manager Pivot program exists: to give middle managers the resources, training, and support they need to thrive in their roles and transform their teams. Let’s stop overlooking the middle and start investing where it matters most.
By focusing on middle managers, we’re not just helping individuals—we’re strengthening the entire organization. Let’s give this vital group the attention they deserve.