Spans of Control Double, Resources Do Not (Image Credits: Unsplash)
Middle managers occupy a vulnerable spot in the organizational hierarchy, tasked with executing strategies amid mounting pressures that leave them feeling unsupported.
Spans of Control Double, Resources Do Not
A Gusto analysis captured a sharp rise in managerial workloads, with the average number of direct reports climbing from three in 2019 to nearly six by 2024.Gusto Insights
Organizations promoted strong performers into these roles based on technical skills, not leadership preparation. Managers suddenly handled team dynamics, coaching demands, and crisis response without proportional time or training. Emotional demands intensified as scopes widened, stretching capacity thin. Axios highlighted this trend amid broader efforts to flatten hierarchies.Axios
The result left managers improvising daily, much like individuals thrust into unfamiliar territory without a roadmap.
Held Accountable, Denied Real Power
Managers faced outcomes they could not fully shape, creating a persistent tension between expectations and control. They bore responsibility for results while senior decisions often overrode their input on budgets, policies, or staffing.
Efforts to boost engagement faltered when they lacked authority over raises, workloads, or role backfills. Retention goals rang hollow without clear promotion paths or compensation influence. This dynamic turned them into conduits for unpopular choices, absorbing fallout without resolution tools. Daily, they bridged organizational gaps, rationalizing inconsistencies to teams.
No Safe Harbor for Vulnerability
Middle managers navigated isolation, unable to confide freely in any direction. Candor with superiors risked signaling weakness; openness with teams undermined perceived stability. Peer relationships strained under competition for limited advancement opportunities.
Harvard Business Review documented this reality, noting middle managers reported lower psychological safety than both bosses and direct reports.Harvard Business Review They internalized pressures, modeling restraint rather than risk-taking. This solitude eroded trust upward and downward, stifling honest feedback flows essential for adaptation.
A Paradox Undermining Organizational Health
Leaders urged managers to foster team safety while exposing them to bidirectional risks. Psychological safety – freedom to voice concerns or seek aid without reprisal – eluded this group most. When vulnerability invited scrutiny, managers prioritized appearances over candor, weakening strategy translation and risk awareness.
Quick fixes like wellness programs or boundary-setting workshops offered marginal relief but ignored root designs. Survival mode persisted, clashing with calls for emotional intelligence and well-being.
Rebuilding Support from the Top Down
Senior leaders held the leverage to redesign roles intentionally. They clarified decision boundaries, granting authority matching accountability or adjusting evaluations accordingly.
HR functions played a pivotal role through pre-promotion development and dedicated manager forums. Here are targeted actions:
- Equip candidates with coaching and feedback skills before elevation.
- Establish confidential peer groups for unfiltered discussion.
- Expand non-leadership career tracks to ease promotion pressures.
- Track safety metrics by level to pinpoint bottlenecks.
Leaders modeled candor, protected time amid expansions, and prioritized ruthlessly.
- Managers’ doubled spans demand resource parity, not just endurance.
- True autonomy requires input control alongside output responsibility.
- Safety starts with safe spaces for managers themselves.
Middle managers propelled organizations forward until structural flaws dimmed their effectiveness and morale. Addressing these gaps preserved execution strength and leadership continuity. Survival no longer suffices – thriving demands deliberate design. What steps has your organization taken to bolster middle manager support? Share in the comments.
