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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.

McKinsey recently shared an interesting discussion regarding how the HR function’s own stress is showing. This is a very relevant and needed discussion because during most times of intense changes, HR members also feel exasperated and in a thankless role (referenced in a recent New York Times article). They feel caught in between, and hit from all sides. Many HR professionals can relate to this discussion, based on their own experiences.

One differentiator for great HR professionals and leaders is that they take the time to reflect, process, learn from the challenges and figure out ways to work through them proactively with a growth mindset. This discussion is valuable food for thinking for not just HR professionals but also for all key stakeholders.

Here are some highlight notes for me from the discussion.

* Research reporting that 35 percent of HR leaders surveyed don’t believe their management team cares about their mental health.
* The HR function lives in the friction between caring for the employee and caring for the organization. 
* Organizations need to understand the importance of partnering with their HR colleagues and engaging them early when they’re thinking about strategic changes. The earlier you engage your HR business partners in those conversations, the better it is for the organization.
* When it comes to capability building, we need to be thoughtful about what we put on HR versus the rest of the enterprise and ensure that people leadership is a joint capability.
* It’s very easy to add things to the portfolio of trainings, surveys, and information gathering. It’s a lot harder to stop doing things. So creating and building that muscle and challenging the status quo is something that every organization needs.
* As an HR leader, I can bring joy if I can be my authentic self with a team that is excited to work with me and views my input as a real contribution. 
* If my day-to-day is going to be more joyful, more energetic, and more fun, then I am working with people I like and respect who like and respect me. And we’re engaging on some cool topics together, making our organization a better place.
* Sometimes HR is the messenger caught in the middle.
* Over time, the administrative side will likely become easier or more automated. However, there is still an unbelievable need for a human element that can translate even self-serve tools to help a colleague in need.
* Trust is hard earned but can go away in a second. And it can go away in a second because of HR but also, unfortunately, because of business leaders. It’s important to be thoughtful in those moments. The unified voice helps build trust, but a little division amplifies quickly across teams and organizations. If leaders understood that impact, they might choose their words differently.
* We also need to build trust within HR. HR has to stick up for HR, too. And everybody has to own the full agenda. We need everybody in HR to speak up. Otherwise, you may build immediate trust but undermine trust in HR as a whole.

Source:
Why being in HR is getting tougher—and how to break through; November 1, 2024; McKinsey & Company