Middle Management: Why It's So Exhausting and What to Do ...

A middle manager is someone who is in a leadership position and also reports to top management. They manage their team's career progression, ... HowItWorks Coaching Acoachingexperiencealignedtoyourbusinessstrategy. ForOrganizations Wedevelophigh-performingculturesthatfuelbusinessgrowth. ForEmployees Coachingforall,notjusttheC-suite. IdentifyAI™ OurScience DigitalLearningPrograms Insights&Analytics BusinessSolutions Growth&Transformation Buildleadersthataccelerateteamperformanceandengagement. BetterUpCare™ Agrowthapproachtomentalfitnessandorganizationalhealth. Diversity&Inclusion Fosteracultureofinclusionandbelonging. SalesPerformance Transformyourbusiness,startingwithyoursalesleaders. ForIndividuals Customers Resources Library Bestpractices,research,andtoolstofuelindividualandbusinessgrowth. Events Viewon-demandBetterUpeventsandlearnaboutupcominglivediscussions. Blog Thelatestinsightsandideasforbuildingahigh-performingworkplace. Research Innovativeresearchfeaturedinpeer-reviewedjournals,press,andmore. About AboutUs We'reonamissiontohelpeveryonelivewithclarity,purpose,andpassion. Careers Joinusandcreateimpactfulchange. News&Press ReadthebuzzaboutBetterUp LeadershipTeam Meettheleadershipthat'spassionateaboutempoweringyourworkforce. Login BacktoBlog Whymiddlemanagementissoexhausting,andwhattodoaboutit ByMegLyons,PCC February2,2022 -21minread Sharethisarticle Jumptosection Whatistheroleofmiddlemanagement? Whatdoesmiddlemanagementdo? Whatskillsdomiddlemanagersneed? Whyismiddlemanagementsostressful? Howtothriveinmiddlemanagement Howmiddlemanagerscanleveragetechnology BETHEFIRSTTOKNOW Stayuptodatewithnewresourcesandinsights. Subscribe ThankyouforyourinterestinBetterUp. Ifyou'reinmiddlemanagement,whichofthesestatementsbestdescribesyou? Youencourageteammemberstodotheirbestandcultivaterelationshipswithpeers.Youalsoinfluencethedirectionoftheorganizationbyachievingyourgoals. You'redrowninginendlessmeetingsandemailsandwadingthroughaseaofcommunicationsandprocesses.Andthisisallwhilehearingouttheworriesofyourstressed-outteamwhiletryingtosmileandremainpositive. Perhapsbothoftheseresonatewithyou.Butchancesare,eitherway,you'refeelingthestressasamiddlemanager. Whatistheroleofmiddlemanagement? Middlemanagersbridgethegapbetweenindividualcontributorsanduppermanagementastheyconnectandconvey.Thesekeyconnectorsaremoreimportantthaneverascompaniestrytobeagileandadaptable. Buttheserolesarechanging.Middlemanagersareoftenaskedtotakeonextrafunctions,includingacoach,arolemodel,andatalentdeveloper. Whatisamiddlemanager? Amiddlemanagerissomeonewhoisinaleadershippositionandalsoreportstotopmanagement.Theymanagetheirteam'scareerprogression,communicatedecisionsfromuppermanagement,andadjustworkflows,processes,andprioritiestoalignwithoverallbusinessobjectives.  Whatdoesmiddlemanagementdo? Middlemanagerswearmanyhats.Fromholdingemployeereviewcyclestooverseeingteambudgets-middlemanagershaveahandineachaspectoftheirteam'sday-to-day.  Theprioritiesdifferbycompany.Butthesearesomeresponsibilitiesamiddlemanagerwilllikelyown. Communicatingcompanyupdates.Manycompaniestakeatop-downapproachtocommunication.Thisstructureputsmiddlemanagersinacriticalspotwhenupdatingtheirteamoncompanychanges.Theorganizationmightbeacquired,downsizing,oradjustingitsvision.Eachexampleissomethingamiddlemanagercouldberesponsiblefortellingtheirteam. Settingandstrivingforteamgoals.Amiddlemanagerwilllikelygettheirgoalsfromseniorleadership.Andtheyshouldfeedintotheorganization'soverallobjectives.Amiddlemanagerisalsoinchargeofsettingtheirteam'sgoals.Thesecanbeavarietyofbusinessgoalsandspecificprofessionalgoalsforeachindividual.And,sincemiddlemanagersarestakeholdersinthesegoals,theyarealsoresponsibleforsupportingtheteamtoachievethem. Providingemployeefeedback.Middlemanagersoftenstructurefeedbackprocesses.Inadditiontoregularone-on-onemeetings,thesemanagersalsosetupannualperformancereviews.They'llreviewemployeeperformance,satisfaction,andgoalsduringthesemeetings. Supportingemployeegrowth.Closelylinkedtoemployeefeedback,middlemanagersalsosupportemployeegrowth.Thissupportcanbeintrainingnewemployeesorthoselookingtolearnnewskills.  Organizationalchangeswithintheirteam.Hiringandfiringemployeesisanotherpartofamiddlemanager'sjob.Theyhelpreviewjobdescriptionsandareoftenpartoftheinterviewprocessfornewemployees.Theymayalsohavetohavedifficultconversationswithunderperformingemployees. Budgetplanning.Whenbudgeting,amiddlemanagerusuallylooksattheteam'stoolsandotherexpensesdirectlyrelatedtotheirteam.Thoughconnected,amiddlemanagerisnotusuallyinchargeofbudgetplanningforthelargerorganization. Overseeingday-to-dayoperationswithintheirteam.Middlemanagersareatthehelmoftheirteam.Sotheyaretheretoensureeachindividualhastheresourcestheyneedtogettheirworkdone. Whatskillsdomiddlemanagersneed? Peoplealwayshaveroomtodevelopandgrow,bothpersonallyandprofessionally.Herearesomekeycompetenciesthatmayhelpyouexcelinamiddlemanagementrole. Communication Communicationskillsareamongthemostimportantformanagerstomaster.Makesureteammembersknowtheexpectationsandhowtheirworkcontributestotheteam'sgoals.  Ask,"Whatdoyouthinkyou'redoingwell?Whatwouldmakeyourperformanceevenbetter?"Listenclosely,andexploreanythingthatneedsadjustment.Getfeedbackfromyourteamonyourcommunicationskillssoyouknowwhereyouneedtofocusandimprove. Accountability Learntoholdyourselfandyourteammembersaccountable.Forexample,ifyounoticepoorperformance,dealwithitearlyandnotethatyouhavesomeconcerns.Butassuretheteamthatyouwanttobesupportive.  Startfromaplaceofcuriosity,empathy,andunderstanding.Butdonotassumetheissuewillgoawayorgetbetteronitsown.Rememberthatoneperson'spoorperformancecannegativelyimpactanentireteam.It'syourroleasthemanagertointervene.  Ropeinyourmanageroryourhumanresourcesteamifyouneedhelp.Itcanbedrainingtomanagetheseconversationsonyourown. Timeandenergymanagement Increaseyourself-awarenesssothatyoucantakenoticeofhowyou'refeelingthroughouttheday.  Whichactivitiesgiveyouthemostenergy,andwhy?Dotheychallengeyou?Areyougoodatthem?Dotheyhelpyoufeelfulfilled?  Ontheflipside,whatinteractionsleaveyoufeelingdrained,andwhat'sthecauseofthat?Doyoudreadspecifictasksorstruggletofocusincertainmeetings?Forinstance,ifyou'relowonenergytowardtheendofthedayandunabletolistenduringameeting,seeifyoucanmovethemeetingearlierintheday.  Unlearning Manymiddlemanagersarepromotedbasedontheirskillsasindividualcontributors.Andtheyoftenattempttodotheiroriginalrolewiththeirmanagementworkontop.Thisisarecipeforexhaustion.  Managersmustre-trainthemselvestofocusinsteadontheexpectationsoftheirnewrole.Theycanthenworktomaximizethecapabilitiesoftheirteamstomeettheirgoals. Big-picturethinking Acrucialroleofthemiddlemanageristoharnessthecontributionsoftheteamtoachievetheorganization'sgoals.So,youneedtounderstandandbelieveinthebiggervisiontotranslateitintoyourteam'swork. Whyismiddlemanagementsostressful? Nearlyafifthofmanagersandsupervisorsreportsignsofdepression.AndGallup'sresearchshowsthat“managersreportmorestressandburnout,worsework-lifebalance,andworsephysicalwell-beingthantheindividualcontributorsontheteamstheylead.”  Butwhyexactlyaremiddlemanagerssostressed?Herearesomeofthetopcontributors: Burdenedbyadministrativetasks Youmayhavenoticedthelaundrylistofresponsibilitiesmiddlemanagershave.Astheirrolesgrowandtheygetmoreresponsibility,they'reoftenstillinchargeofvariousadministrativetasks. Onboardingnewemployeesandsubmittingrequestsfornewteamtoolstakestime.Thenstackthisontopofthedailyinterpersonaltasksamiddlemanagerhasontheirto-dolist.Everythingtogethercandrainanindividual'stimeandenergy.Andleavethemfeelingburnedoutandunaccomplishedattheendoftheday. Swampedwithmeetings Speakingoftime-middlemanagersoftenhavealotofmeetings.Morespecifically,middlemanagersspend35%oftheirtimeinmeetings.Thatleavesthemwithjustoverhalfoftheirtimelefttodedicatetoothertasks.Additionally,inthisnewnormalofremotework,Zoomfatigueisreal.Betweenthecognitiveloadofcommunicatingviavideo,andbeingstuckinyourseatforthemajorityoftheday,it'snowonderthatmiddlemanagersareburningout. Lackofprofessionaldevelopment Somemiddlemanagersgetstuckinlimbo.Theyarenolongerentry-levelemployees,buttheyaren'tseniororuppermanagementeither.Thissituationhastwoissues:lackofopportunityandlackoftime. Somemiddlemanagersdon'thavetheopportunityorleadershipdevelopmentneededtoadvanceintheircareers.Othermanagerssimplydonothavethetimetodevelopskillsoutsideoftheircurrentrole.Theresultismiddlemanagersstuckinanintensepositionwithoutaroadmapformovingforward. Oftencaughtinthemiddle This"caughtinthemiddle"feelingalsoextendstocommunicationprocesses.Middlemanagershavetocommunicatecompanygoalsandstrategicchangestotheirteam.Butitcanbechallengingtogeteveryoneonthesamepage. Middlemanagersmayhavetohandlebacklashandpushbackfromlower-levelemployees.But,giventheirpositionintheorganizationalstructure,theirhandsareoftentied.Themiddlemanager'srolehereisamessenger,sotheycannotcompromiseormeetemployeesinthemiddle. Undervalued Haveyoueverstartedarole,andaftertheinitialramp-upperiod,yougetaskedtotakeonanadditionaltask?Andthenanothertaskgetsaddedtoyourplate.Andbeforeyouknowit,you're6-monthsin,andyourrolelookscompletelydifferentfromwhenyoustarted. Thisisoftenthecaseformiddlemanagers.Theirrolesgrow,butit'shardtoseewheretodrawthelinesincethetaskscomeinpiecemeal. Alternatively,middlemanagersunderstandtheirrolefromthebeginning.Butsincetheirresponsibilitiesaresocrucialfortheteam'ssuccess,theirday-to-dayworkgoesunnoticed.It'snotuntiltheysurpassagoalthattheyreceiverecognition. Benefitsofsupportingmiddlemanagementwell-being Thebenefitsoffeelinggoodatworkcannotbeunderstated.Emotionsarecontagious,andyousetthetonefortherestofyourteam.Ifyou'refeelingburntout,unmotivated,andunhappy,yourwholeteamwillsuffer.Butifyou'refeelingengaged,productive,andhappy,thatcanextendtoyourteamandgivethemaboost.  Researchshowsthatmanagershavethemostsubstantialinfluenceonanemployee'sexperience.There'sarippleeffectoutwardfromeverymanager.Forexample,BetterUpresearchshowsthathighly-resilientmanagershavemoreresilient,innovativeteams.Theseteamsalsofunctionwithlowerburnoutandgreateragility.  Similarly,managerswhoworkwithpurposefeelmoremeaning,work-lifebalance,andsatisfaction. Howtothriveinmiddlemanagement Middlemanagementisnotwithoutitschallenges.Buttherearemanythingsyoucandotoovercomethemandtrulythriveinyourrole. Middlemanagementisnotwithoutitschallenges.Buttherearemanythingsyoucandotoovercomethemandtrulythriveinyourrole. Haveregularcheck-ins.Checkinregularlywithyourteammembersandwithyourmanager.Agreeonthequalitiesyouwantinyourworkingrelationshipandhowyou'llworktogether.Forexample,"IfIgetbehindwithadeadline,I'llletyouknowassoonasIcan."Decidehowoftentomeet.Somepeoplemaypreferashorter,ad-hocslot,andothersmayneedamorepredictableschedule.  Empoweryourteammembers.Whenyourteammemberscometoyouforhelp,askthem,"Whatdoyouthinkyoushoulddo?"Gonearethedayswheremanagementwasall-knowing,andemployeeswerejustthe"do-ers."Cultivateaculturewhereyourteammemberstrustthemselves.Letthemknowthatyousupporttheirdecision-makingprocess.Inturn,you'llencouragethemtothinkforthemselvesandmakedecisionsindependently.  Payattentiontobothtasksandrelationships.Youmayprefergettingthingsdonebuthavelesstimetobuildrelationships.Oryoumaylovethepeoplesideofthejoboveryouroutcomesandachievements.Givebothequalweight—theyarebothneededforsuccess. Helpdirectreportsovercomechallenges.Traditionalmanagementpracticeslookathowtohelpanindividualsucceed.Butbytakingasystemsview,youmaybeabletopavethewayforeveryone'sworktobeeasier.Forexample,ifyourteamlikestocollaborateacrossdepartments,youcanhelpthemworktogether.Acrucialpartofyourroleistocreatetheoptimalconditionsforpeopletodotheirbestworkandthengetoutoftheirway. Findacoachormentor.Middlemanagementcanbealonelyplace.It'seasytoabsorbtheworries,stress,andchallengesexperiencedbyyourteam.Butthisinternalizationcannegativelyimpactyourwell-being.Havinganobjectivepersontoserveasasoundingboardcanhelpyouprocessyourthoughts. Getgoodathiring.Eachnewhireshapesthefutureofyourworkandyourteamdynamic.Thinkabouttheskills,values,andimpactyouwanttoseeinthefuture.Thendesignyourinterviewprocesstoevaluateeachcandidatewiththisinmind.Tryusingskillsassessmentsandbehavioralinterviewingquestions.Theycanprovideinsightintoacandidate'sfutureperformance.  Respectyourteam'sbandwidth.Takecarenottoover-burdenyourteam.Forexample,top-levelmanagementasksyourteamtotakeonanadditionalproject.It'sbesttoconsideryouravailableresourcesandcurrentcommitments.Howmuchtimedoesyourteamreallyhave?Youmayneedtoreprioritize,requestalongertimeline,orpushbackontherequesttoprotectyourteam. Taketimeforlearning.Createspaceforongoingeducation.Thatcouldmeanenhancingyourmanagementskillsorlearningaboutnewtopicsaroundyourspecialty.Considerdoingthisinagroupenvironment,likeaclassorcompany-widecertification.Learningwithothermanagerswillgiveyoudifferentperspectivesandbuildyournetworkofpeers.  Takecareofyourself.Eatlunch,haveshortbreaks,andstayhydrated.Lookingafteryourbodyandmindwillhelpyoufeelmoreenergized,refreshed,andengaged. Createhealthyboundaries.Makesureyouhavehealthyboundarieswithyourworkingday.Anddon'tletworkconsistentlybleedoverintoyourhomelifeanddowntime.Youmightneedtotaketheoccasionalafter-hourscall,buttrynottomakeitahabit.Theworldmayrun24/7,butyoucannot.   Howmiddlemanagerscanleveragetechnology Technologycanbeapowerfultoolwhenitcomestofeelingbalancedandcalminamiddlemanagementrole. Considerprojectmanagementsoftware.ToolslikeJira,Asana,orasharedwhiteboardonMirocanallowteammemberstotracktheirworkwithtransparency.Toolslikethesecanhelpyouseewhereprojectsmightbegettingstuck,managecapacity,andplanforthefuture.Bycreatingasharedspace,yourone-on-oneconversationswon'tturnintostatusupdates.Additionally,you'llhaveaclearideaofwho'sdoingwhatandhowyou'retrackingagainstyourgoals. Enableshortermeetingsonyourcalendar.Somecalendaringtools,likeGmail,haveasettingtoend30-minutemeetings5minutesearlyandlongermeetings10minutesearly.Givingyourselfthisleewaybetweenmeetingsmeansthatyoucanpreparebetweenactivities—orhaveaquickbreak.Also,consideryouridealweeklyschedule.Wouldyouprefertohaveamixofactivitiesonanygivenday?Ordoesitserveyoutodospecifictypesofworkoncertaindayssothatyoumayreducetheinefficiencyofcontextswitching? Setfocustime.ToolslikeOutlookcanautomaticallyscheduleFocusTimeforunscheduledblocksonyourcalendar.Thesecangiveyouthetimeyouneedtoreflect,plan,andprioritize.Bewaryofpeopletryingtobookmeetingsovertheseslots.Bysayingyestootherpeople'spreferredtimes,you'reessentiallyputtingtheirneedsaheadofyours.Thisisnottosuggestthatyoudeclineallmeetingrequests.Butbeingassertiveinrequestinganothertimecanhelpyoucreatethespaceyouneedtobeagoodmanager. Enablecollaboration:Middlemanagersareresponsibleforhelpingtheirteamsworktogethertomeetsharedgoals.Implementtoolsthatenableyourteamtocommunicate,collaborate,andshareideas.Suchtoolscanhelpthemsolveproblemsforthemselves.UseanasynchronouschattoollikeSlackorMicrosoftTeams,whereanyoneintheteamcanrespond.  Usedata.Setupreportingtotellthestoryofyourteam'sworkthroughmeaningfuldata.Usedesignprocessesthatminimizethetimeyouspendcreatingandformattinginformation.Thisway,you'llhavemoretimetoanalyzetheresultsandmakemeaningoutofthedata. BETHEFIRSTTOKNOW Stayuptodatewithnewresourcesandinsights. Subscribe ThankyouforyourinterestinBetterUp. Finalthoughtsonmiddlemanagement Beingthebridgefromstrategicvisiontooperationaldetailispartofthecrucialworkofmiddlemanagement.Ensuringthatyouarestrong,connected,andsupportedwillhelpyouwithstandstressandensureyourteam'sworkflowssmoothly.Mostimportantly,itwillmeanthatyoufeelhappierandmoreabletoenjoythegreatresponsibilityandhonorofhelpingotherpeoplebetheirbestatwork. Leadership&Management PublishedFebruary2,2022 MegLyons,PCCBetterUpFellowCoach,PCC ReadNext Leadership&Management 17minread |May17,2021 Whyeverysuccessfulmanagerneedsleadershipcoaching Managerstodayhaveachallengingrole.Theyhavetobemorefortheirteamsthanever,actingasguideandcoachfirst.Tosucceed,managersatalllevelsbenefitfrom... 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