The Struggles of Middle Managers and How Companies Can Support Them
Introduction
Middle managers play a crucial role within organizations, acting as a bridge between senior executives and frontline employees. However, the pressure they face is often overwhelming, leading to burnout and a lack of work-life balance. In this article, we explore the challenges faced by middle managers and discuss strategies that companies can implement to support them effectively.
The Squeezed Middle: Challenges for Middle Managers
Middle managers are often referred to as the “squeezed middle” because they are tasked with implementing orders from above while motivating their team members to perform at their best. They are responsible for implementing diversity and wellness policies, adapting to hybrid or remote work patterns, and preparing for the integration of artificial intelligence in the workplace. However, evidence suggests that many middle managers struggle to cope with these responsibilities.
– The Healthiest Workplace survey conducted by Vitality Britain last year found that middle managers were more likely to experience burnout compared to senior executives and non-managers.
– According to a study conducted by Microsoft in September 2022, 53 percent of managers reported feeling burned out.
– Gallup, an American polling company, found that managers often face unclear expectations and multiple competing priorities, leading to longer work hours compared to individual contributors.
The Need for Training and Guidance
One factor frequently mentioned in supporting middle managers is training. A 2022 survey by CIPD found that only 53 percent of managers felt they had the necessary training and information to effectively manage their staff. To address this, companies must provide managers with the guidance and support they need to fulfill their roles.
– Farimah Darbyshire, UK program manager at City Mental Health Alliance, emphasizes the importance of equipping managers with the right guidance, especially when managing diverse teams.
– Providing training on maintaining their mental health is crucial, as managers need to set boundaries for themselves to avoid burnout and effectively support their staff.
– Companies should invest in providing managers with the necessary resources and education to handle their responsibilities effectively.
Varying Training Across Sectors and Autonomy Erosion
One challenge in supporting middle managers is the varying availability of training across different sectors. Nancy Hey, executive director of What Works Wellbeing, highlights the importance of providing consistent and comprehensive training opportunities to all managers.
– Autonomy has eroded over the years, leaving managers with the pressure but not necessarily the control to meet expectations.
– Organizations need to clearly communicate the expectations they have for their middle managers and provide the necessary support to fulfill those expectations.
– Adopting a coaching style of management, rather than solely issuing demands, allows for better support and prevents managers from feeling unsupported.
Creating an Environment of Psychological Safety
Fostering an environment of psychological safety is crucial for middle managers to feel comfortable raising issues and maintaining a positive workplace culture. Jen Scherler-Gormley, head of human resources for the UK and Ireland at Cisco, emphasizes the importance of building trust and creating space for open conversations.
– “Storytelling” can be an effective way to encourage conversation and destigmatize issues such as burnout. Sharing personal experiences can show others that it is okay to talk about their own challenges.
– Employee assistance programs can offer specific services for team leaders, allowing them to seek guidance confidentially on how to handle certain situations with their direct reports.
– The constant focus on trust and open communication is essential in creating an environment where middle managers feel supported and valued.
Conclusion
Middle managers play a critical role in organizations, but they often face immense pressure and struggle to maintain work-life balance. To support middle managers effectively, companies must provide them with the necessary training and guidance to fulfill their roles. Additionally, organizations should communicate clear expectations, empower managers with autonomy, and foster an environment of psychological safety. By investing in the well-being of middle managers, companies can promote a more balanced and productive workplace.
Summary
Managers can often feel overwhelmed by the pressures and expectations placed upon them. Middle managers, in particular, face unique challenges in carrying out orders from above, motivating their team members, and implementing various policies and work patterns. Studies have shown that middle managers are more likely to experience burnout and struggle with work-life balance compared to senior executives and non-managers. To support middle managers effectively, companies need to provide training and guidance, ensure consistent opportunities for development, and create an environment of psychological safety where open communication is encouraged. By investing in the well-being of middle managers, organizations can nurture a positive work culture and drive better overall performance.
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Managers can often feel like they are the “squeezed middle.” They are tasked with carrying out orders from above while motivating those who drive to do their best work. They are on the front lines implementing diversity and wellness policies, and adapting to hybrid or remote work patterns. And, soon, they will have to deal with artificial intelligence that will revolutionize work practices.
The evidence now suggests that many middle managers struggle under this pressure. According to Vitality Britain’s Healthiest Workplace last year survey Of 8,500 workers, middle managers were more likely to say they had experienced burnout than were senior executives or non-managers. They were also less likely to say they had a good work-life balance.
Similarly, a study conducted by Microsoft in September 2022 of 20,000 knowledge workers in 11 countries found that 53 percent of managers they felt that they were burned.
Gallup, an American polling company, has found managers they often face unclear expectations and multiple competing priorities, and that the average manager’s work week is half a day longer than that of the typical “individual contributor.”
So what can companies do to support middle managers, both to do their jobs well and to stay balanced?
One factor that is frequently mentioned is training. A 2022 survey by CIPD, an association of human resource management professionals, found that only 53 percent of managers said they had the training and information they needed to manage their staff well.
Farimah Darbyshire, UK program manager at City Mental Health Alliance, a non-profit organization that brings together business leaders and professionals in human resources, wellbeing and diversity and inclusion, says it’s essential that managers receive the right guidance and the space to do what is expected of them. If a manager employs a neurodiverse team member, for example, she must be equipped to provide appropriate support. “It’s an added responsibility and companies have to take the time,” she explains.
Managers also need help maintaining their own mental health. Darbyshire says there has been a noticeable increase in requests for training on this. “[They] they need to be able to set boundaries for themselves as well as support staff,” she suggests. Otherwise, managers cannot fulfill their role effectively: “You can’t pour from an empty cup.”
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However, training for line managers varies across sectors, according to Nancy Hey, executive director of What Works Wellbeing, a community interest company that collects and shares evidence of workplace interventions. Plus, autonomy has eroded over the years, she says. These days, being a manager brings pressure, but not necessarily control.
Another factor is expectations: what team members expect from their manager is radically different now. They want more flexibility, career development, and salary.
But at the same time, are senior leaders making it clear what they want from their middle managers?
Doug Rode, UK and Ireland managing director at recruiter PageGroup, says: “We try to be pretty clear about expectations, but it has to come with the right level of support,” as well as “questions about how challenging it might be and how I could fix that.” A “coaching” style rather than just issuing demands is crucial, he advises, otherwise managers who feel unsupported will walk away.
Kevin Jacoby, team leader of software engineers at Dentally, which develops dental practice management software, leads another team leader and six software engineers, but wants to know how it’s doing. Although he doesn’t feel without support as a manager, he believes that the feedback culture he was used to at his previous employer has not yet taken hold at Dentally, because the business has grown so quickly. For this reason, although he has a little more freedom, “it can be difficult to know if I am doing a good job or if I am meeting expectations.”
Management experts say that fostering an environment of psychological safety is invaluable, so that people feel comfortable raising issues and the overall culture is positive. However, Jen Scherler-Gormley, head of human resources for the UK and Ireland at the Cisco technology group, says that creating such an environment doesn’t happen overnight: it requires “a constant focus on trust”. She highlights the importance of what she calls “storytelling,” which shows that it’s okay to talk. She gives the example of a senior sales leader who spoke openly about his burnout, how he handled it, and what the manager did about him.
The company’s employee assistance program also has a specific service for team leaders, who can request guidance on how to handle a particular situation with a direct report if they have questions or concerns. “Having that space for a leader to come in confidentially has been really powerful,” she adds.
Jacoby wants to emphasize that it’s okay to be frustrated as a manager, but with a caveat: “Don’t spread frustration down. Roll it up, because they’re the only ones who can do anything about it.”
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