This long weekend, I have been reading Power to the Middle: Why Managers Hold the Keys to the Future of Work by Bill Schaninger, Bryan Hancock, and Emily Field. Published by Harvard Business Review, the book explores the evolution of the middle management role, detailing the negative perceptions that have often led these positions to be undervalued and under utilised. The authors employ a storytelling format, backed by quantitative and qualitative research, to analyse the unique challenges middle managers face today and to propose practical measures for empowering them to do what they do best.
With most of my career spent in middle management, I deeply relate to the themes of the book and am eager to share a few of my insights on the abundant opportunities that arise when middle managers receive adequate support. For current middle managers, Power to the Middle will likely resonate with many of the real-world experiences you are encountering. For senior leaders, the book offers a valuable perspective on the strategic importance of these roles and highlights the need to support them effectively.
In today’s fast-paced work environment, failing to implement agile strategies that meet evolving customer needs can be detrimental, as can the lack of a positive team culture arising from insufficient direction, purpose, and development opportunities. This book underscores that middle managers are essential in addressing these challenges, acting as guides and motivators for their teams. If we want to enhance team performance and employee satisfaction in meaningful ways, recognising and elevating the role of middle management is critical.
Middle managers are crucial in implementing organisational vision and strategy, bridging the gap between senior leadership and operational teams. One of their core responsibilities is translating high-level goals into actionable plans aligned with an organisation’s overarching vision. They ensure that strategies set by senior leaders are understood, embraced, and effectively executed by the teams they manage. This alignment allows middle managers to directly impact strategic initiatives’ success by not only communicating the vision but also providing the support, guidance, and resources needed to achieve these objectives. In doing so, they foster a sense of purpose and direction within their teams, ensuring everyone is working toward the same long-term goals.
Fundamentally middle managers play a vital role in driving team growth, development, and coaching, which are critical for sustaining organisational progress. Working closely with team members enables middle managers to assess individual strengths and weaknesses, provide tailored coaching, and create development opportunities. This empowers employees to grow in their roles and prepares them to take on greater responsibilities in the future. Middle managers are also instrumental in cultivating new leaders within an organisation. Through mentorship, they develop their team members' leadership skills, ensuring a strong pipeline of future leaders ready to take on strategic roles.
What sets middle managers apart is their intimate knowledge of the business on the ground. Unlike senior leaders, who operate at a strategic level, middle managers possess a deep understanding of daily operations, challenges, and customer needs. This unique perspective allows them to identify potential problems early, suggest practical improvements, and drive responsive actions that are both efficient and effective. Their familiarity with both strategy and daily operations makes them essential for driving continuous improvement in processes and systems that support sustainable growth.
Middle managers are also instrumental in establishing and reinforcing organisational culture. Working closely with employees on a daily basis, they are uniquely positioned to model the behaviours and values that reflect the organisation’s mission. By fostering a culture of collaboration, respect, and inclusivity, middle managers strengthen employee morale and contribute to the organisation’s overall reputation. Their nuanced understanding of the challenges employees face enables them to provide valuable feedback to senior leaders on cultural and operational improvements that benefit the broader organisation.
Finally, middle managers are essential for driving results. They set team goals aligned with broader organisational objectives, monitor performance, and adjust resources and strategies to meet evolving demands. This adaptability is key to maintaining efficiency and productivity, especially in fast-paced or changing markets. By aligning their teams’ efforts with organisational goals, middle managers help ensure resources are effectively utilised, creating a results-oriented environment. Their influence inspires a shared commitment to purpose, drives cultural alignment, and contributes directly to the organisation’s success.
In conclusion, Power to the Middle highlights the significant opportunities created when middle managers are supported and empowered to perform their roles effectively. Organisations that invest in developing and valuing their middle managers are better positioned to achieve stronger alignment, improved team performance, and a culture grounded in purpose and engagement. By recognising middle managers as strategic enablers, organisations can effectively connect high-level strategies to the operational groundwork carried out by teams on the front lines—work that ultimately sustains and drives the entire organisation forward.