August 1, 2024 | By McKinsey Global Institute
When people talk about their career aspirations, you often hear goals like, “I want to be a school principal,” or “I want to manage a team finding the cure for a disease.” Rarely do you hear, “I want to be a middle manager,” even though all these roles fall under that category. McKinsey partners Bryan Hancock and Emily Field, along with former partner Bill Schaninger, explore this overlooked role in their book Power to the Middle. As companies struggle with burnout and high turnover post-pandemic, middle managers are emerging as critical to organizational health.
Why Middle Management Matters More Than Ever
“Investing in middle management isn’t just a nice-to-have anymore—it’s a business necessity,” says Emily Field. Over the last year, McKinsey has seen more businesses recognize the importance of middle managers and are now rethinking their strategies around these roles. But this shift isn’t just about sending managers to training sessions; it’s about fundamentally changing how organizations operate.
Rethinking the Middle Manager Role: What’s Changing?
Companies making the most progress are those focusing on streamlining the manager’s role. Emily Field notes that leading organizations are asking questions like, “How can we reduce administrative work so managers have time to think critically and coach their teams?” By leveraging technology and automation, these companies are freeing up managers to focus on what truly matters: guiding their teams and fostering growth.
Middle management today is more demanding than ever. Managers are dealing with larger teams, complex personnel issues, and the pressure to achieve business goals amidst budget cuts. McKinsey’s research suggests that the companies getting this right are those that are redesigning their “manager operating system” to make these roles more sustainable.
The Four Traits of an Effective Manager in Today’s Workplace
According to Bryan Hancock, today’s effective middle managers excel in four key areas:
- Connecting Work to Purpose: Great managers help their teams see the bigger picture by linking daily tasks to the organization’s overarching goals.
- Empowering and Challenging Teams: Effective managers provide guidance and context while trusting their teams to perform without micromanaging. They set high standards and push their team members to achieve more than they thought possible.
- Fostering Collaboration: Today’s workplace requires managers who can navigate remote work, hybrid setups, and cross-functional teams. Building productive relationships across the organization is more critical than ever.
- Supporting the Whole Person: Managers need to understand their team members’ professional and personal priorities, offering empathetic and honest advice. Recognizing when employees are struggling and connecting them with resources is key to maintaining a healthy, engaged team.
How Generative AI is Transforming Middle Management
Generative AI is making a big impact on how managers operate. Emily Field highlights how some companies are using AI bots to nudge managers towards better work-life balance, helping them optimize schedules or manage stress during high-pressure situations. For instance, an AI might suggest combining meetings to allow a manager to leave work on time.
Bryan Hancock adds that AI is also freeing up managers’ time by taking over routine tasks. Whether it’s drafting initial reports, auto-filling HR forms, or summarizing meetings, AI tools are helping managers focus more on coaching, relationship-building, and strategic thinking.
The Future of Middle Management: What’s Next?
Looking ahead, Emily Field envisions a world where being a middle manager is a role of pride and significance. “In two years, I hope people can say, ‘I’m a middle manager because it’s a role where I can truly have an impact, develop my people, and do work that energizes me.’”
Companies are also realizing that not everyone wants to be a manager, and that’s okay. More organizations are adopting dual career tracks—one for managers and another for specialists who can excel as knowledge experts without taking on management responsibilities. This approach allows for growth and advancement based on expertise, creating a more balanced and thriving organization.
Final Thoughts
Middle managers are no longer the overlooked “in-betweeners.” They’re becoming the linchpins of organizational success. As businesses continue to evolve in a post-pandemic world, rethinking and empowering the middle management role is key to driving resilience, innovation, and growth.