Summary:
Developing middle managers creates a multiplier effect across the organization. As leaders of leaders, middle managers translate strategy into action, align teams around business priorities, drive change, and develop future leaders. Organizations that invest in their middle managers are better positioned to execute strategy, strengthen leadership pipelines, and improve business performance.
Middle child. Middle school. Middleman. The word “middle” doesn’t usually conjure up good feelings as a description of people or places. A quick Google search for “middle child” returns pages of results about “middle child syndrome”—the idea that middle children feel overlooked and need extra attention to help them shine.
In many organizations, middle managers face a similar challenge. Often caught between senior leaders and frontline teams, they’re expected to translate strategy into action, drive results, coach talent, and keep employees engaged while managing increasing workloads and competing priorities. Yet despite the critical role they play, organizations have historically underinvested in developing middle managers.
That oversight is becoming harder to ignore. As companies flatten organizational structures, experiment with AI-driven efficiencies, and reduce management layers, middle managers are facing unprecedented pressure. Headlines warn of a looming “manager crash,” rising burnout, and continued cuts to middle-management roles.
But organizations that neglect or eliminate middle management do so at their own risk. Without middle managers, organizations put themselves at significant risk of lacking the leadership necessary to drive strategic change, which is essential for business survival today. That's why developing middle managers has become one of the most important investments organizations can make in their leadership pipeline.
So who exactly are middle managers, and why are they so critical to organizational success?
Who Are Middle Managers?
Middle managers are business unit heads, directors, general managers, vice presidents, and other roles that sit between frontline managers and executive leadership teams. They are leaders of leaders but are not members of the C-suite. They manage people who manage others.
The scope of a middle manager’s role is often broad. Some middle managers are responsible for training and developing their teams and performance management, while other companies may delegate these responsibilities to other departments.
Depending on the organization, a middle manager may have a varying number of direct reports. This was especially true after the pandemic, when many organizations flattened their structures to accelerate strategic change. Additionally, the lines between what middle managers and senior leaders are responsible for have become blurred.
Middle managers are the linchpin for connecting strategy and execution. They are the glue that holds everything together and commonly the buffer between executive direction and frontline action. Beyond just these practical deliverables, middle managers are also the ones who make the biggest impact on the organization's culture—often considered the make-or-break to inclusivity.
So today, what are middle managers really responsible for, and what unique value do they bring to organizations?
Here are four key ways middle managers create value for companies.
4 Ways Middle Managers Bring Unique Value to Organizations
Based on DDI’s research, data from assessments, and experience working with organizations worldwide, here are four areas where middle managers make the most impact.
1. Accelerate Change at the Speed of Life
Middle managers can be catalysts for accelerating change and transformation. We know businesses are changing faster than ever. So, if you don’t have strong mid-level leadership, then you likely don’t have the glue to hold the organization together as it drives forward or tries something new.
Companies need mid-level leaders who can drive change quickly while managing complexities. For example, leaders today must navigate rapidly evolving technology, AI adoption, shifting workforce expectations, and increasing regulatory complexity.
Mid-level leaders experience unique pressure to interface with executives on business strategy and translate it into words and actions that make sense to the rest of the organization. They also support their peers and teams to keep everyone moving toward the organization’s goals.
2. Empower Multiple Teams
The second area where middle managers make the most impact is navigating multidirectional expectations. This includes working across teams and often breaking down silos. Mid-level managers need to engage and empower their teams, which may require different tactics depending on the different disciplines that report to them.
For example, I work with a finance director of a European retail organization. He refers to having six formal teams, which include finance controllers and managers in five countries, plus someone to manage the finance systems. But he talks about the other six informal teams he needs to influence and engage: legal, fashion, design, sales, marketing, and production. It would be impossible for him to achieve his own goals in accounting without working closely alongside all of these teams. So, he must not only coach his six team members, but also about 20 other managers to keep everyone aligned and on track.
This example is not uncommon. Because so many organizations are matrixed today, middle managers have a huge opportunity to empower teams beyond their own. Leaders with strong influencing skills can have a tremendous impact on their organization.
3. Navigate Visibility and Vulnerability
Years ago, we used to think that the spotlight only followed top executives. If the company didn’t hit business targets, executive jobs might be on the line. Middle managers now share this pressure.
Greater visibility into the performance of mid-level leaders has created a new sense of vulnerability—and it’s contributing to rising stress and burnout. The pressure on managers continues to intensify. Gallup’s State of the Global Workplace research found that manager engagement declined from 30% to 27%, underscoring the growing challenges facing leaders tasked with translating strategy into results while supporting their teams amid constant change. DDI’s Global Leadership Forecast reinforces this trend, finding that 71% of leaders report experiencing a significant increase in stress since stepping into their current role, while 54% are concerned about burnout. I recently spoke with a group of middle managers, and one of them said, “What happens if the company decides my function isn’t performing? I’m gone.”
As middle managers’ output has become more visible, their to-do lists and challenges often remain invisible. Another middle manager told me, “The board doesn’t often see all that I do—so I could appear deadweight to them.”
Middle managers who can successfully navigate increased visibility and feelings of vulnerability are better positioned to help their organizations succeed. For example, middle managers who can do this well are more likely to take calculated risks to spur innovation and are better able to make quick decisions, which also benefits innovation. Mid-level leaders who can manage vulnerability do not derail their teams; instead, they model great leadership behaviors, including leading authentically. Authentic leaders manage vulnerability and build greater trust with their teams.
4. Lead a Complex Network
Today, there is heightened pressure on mid-level leaders to cultivate and maintain productive networks across their organizations. Leading complex networks is a crucial skill for keeping the organization humming and solving problems quickly.
For example, to solve a problem, you need to understand what others are going through. You also need to be able to go to the person who can help you the fastest.
I recently worked with a head of global sales who told me that when she stepped into her role, she reached out to other middle managers in the organization for advice. Going forward, she purposefully connected with other leaders every couple of months.
This relationship-building paid off when her biggest client had a massive data privacy challenge. Because she had a connection with the head of data security, she could quickly ask for help. Within an hour, the firm's top techs were offering support to the client. Without the relationship with the data lead at her organization, she doesn’t think they would have moved as fast to help her client.
It is easy to miss opportunities to build networks. Yet, we’ve seen the most effective middle managers make time to build these important networks to drive progress.
How to Help Middle Managers Succeed
We know effective middle managers can make a huge impact on their organizations by:
- Successfully driving change and transformation
- Empowering multiple teams
- Navigating visibility and vulnerability
- Leading a complex network
But how can you ensure your middle managers are skilled in these areas?
Leadership demands are taking a growing toll. According to DDI's Global Leadership Forecast, 71% of leaders report experiencing a significant increase in stress since stepping into their current role, and 54% are concerned about burnout.
At the same time, organizations recognize that leadership requirements are rapidly evolving. DDI's research found that 83% of HR organizations expect a surge in the need for new leadership capabilities over the next five years, yet critical skills such as managing change, setting strategy, and developing future talent remain significantly underdeveloped.
It's smart for organizations to offer development programs crafted specifically for middle managers. An effective middle manager program is highly personalized to give mid-level leaders the skills they need to overcome the specific challenges they face.
Why Investing in Middle Managers Matters
Organizations rely on middle managers to connect strategy with execution, align teams across functions, and help employees navigate constant change. Yet many organizations continue to underinvest in their development.
By equipping middle managers with the skills to lead change, influence across boundaries, build strong networks, and develop other leaders, organizations create a powerful multiplier effect that improves performance at every level of the business.
As the pace of change continues to accelerate, developing middle managers isn't just a leadership initiative—it's a business imperative.
Learn more about how to develop strategic connectors in our webinar, Unsung Heroes: High-Impact Development for Middle Managers.
About the Author
Verity Creedy is Vice President of DDI’s Product Management team and an award-winning blogger. Verity is obsessed with building powerful development experiences for leaders, trying to hold a decent plank for two minutes, and keeping indoor plants alive for more than six months.
Have a Question?
Frequently Asked Questions About Developing Middle Managers
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Why are middle managers critical during organizational change?
Middle managers are critical during organizational change because they translate senior leaders' strategy into clear actions for frontline teams. They help employees understand what is changing, why it matters, and how to move forward.
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How do middle managers influence organizational performance?
Middle managers influence organizational performance by aligning teams around business priorities, breaking down silos, coaching other leaders, and keeping work moving across complex networks
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What skills do middle managers need to be successful?
Middle managers need strong skills in change leadership, communication, influence, coaching, decision making, vulnerability, and network building. They also need the ability to connect strategy to execution across multiple teams.
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Why are middle managers more vulnerable to burnout?
Middle managers are more vulnerable to burnout because they face pressure from both senior leaders and frontline teams. They are responsible for executing strategy, supporting employees, managing change, and delivering results—often with limited time and support.
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How can organizations develop stronger middle managers?
Organizations can develop stronger middle managers by offering targeted, personalized leadership development that reflects the unique challenges of mid-level leadership, including leading change, influencing across teams, coaching leaders, and building strong internal networks.
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