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Middle Managers often feel “sandwiched” and frustrated in organizations, especially during changes. Recent studies indicate further reduction in the number of middle managers in organizations.
How do middle managers navigate successfully, manage selves and stay increasingly relevant in a fast changing/evolving world?
Organizations also need to tread cautiously with a longer term perspective and focused work on changing mindset and culture, as they plan changes.

These are selected notes, interesting data from a couple of Korn Ferry articles – Where’d My Manager Go? (LinkedIn), and A World with No Managers? (Korn Ferry website).

* Last year, in a sign of the aggressiveness with which firms are removing them, middle managers represented 31.5% of all layoffs, and an average of 22% between 2018 and 2022.
* And when middle managers depart voluntarily, they are not being replaced, which creates a void in leadership.
“If you cut and cut and cut, but don’t change mindsets, you can accelerate vertical hierarchy,” says Mark Arian, CEO of Korn Ferry Consulting. “You can end up in a bit of a death spiral.”
* In theory, trimming the middle layer can strengthen workflows: Autonomy and decision-making extend downward, and customer responsiveness improves, along with accountability and morale. But “that doesn’t necessarily happen”. In practice, sometimes authority coalesces at top levels, leaving underlings awaiting signals.
* But experts say today’s middle managers are under unprecedented pressure. Half are burned-out. Thirty percent are too stressed to support their teams, according to employees participating in LinkedIn’s Workforce Confidence survey.
* Experts advise firm leaders to proceed with great caution. “When you get rid of middle managers, the margin for error becomes minuscule.”
* Rather than making deep cuts, experts advise piloting studies of new organizational structures.
* Experts advise training teams to be inclusive and knowledgeable about the expertise and leadership of each trainee.

In my observation and personal experiences, during most times after the organizational deep cuts, the vaccum between the top and front line grows leading to major communication gaps and frustration among team members. Top levels of the organizations do not end up having sufficient time to manage the increased demands and need for attention. For those reasons, it is extremely important to work on workforce culture and mindset changes proactively, in order to ensure better readiness. Most times, there is a mad scramble after the quick cuts are implemented. It is also important to think about the inter generational shifts in the workplace and related impacts.