Three out of every four managers are feeling overwhelmed, stressed out or burnt out.
This alarming figure was revealed by a recent Capterra survey of UK managers, which also revealed the fact that many managers were actively searching for new jobs.
Middle managers are often faced with conflicting demands and needs in a world that is constantly changing.
It is a difficult situation, but it’s not impossible.
Management skills are no longer enough for managers. With the right support and training, managers can flourish as their roles expand and evolve.
This means investing in the development of leaders, emotional intelligence, and change management.
Here are my top four tips for managers.
What’s changing?
Managers were once seen as intermediaries between executives and frontline employees. However, they are now viewed to have a much wider range of skills. This includes leadership and managing changes.
Middle managers are often caught between the strategic needs of senior leaders, and the day-to-day demands of their teams. They can get stuck between operational support and strategy.
Humans find it difficult to switch between long-term, deeper thinking and the day-to-day, reactive, responsive activity that requires quicker, in-the moment responses.
Middle managers can be demotivated if they are not given the support and resources to deal with the increasing pressure. This is especially true as they progress up the ranks. You may risk burnout or your managers seeking other opportunities.
Middle managers are faced with a number of challenges. Some are obvious, but others are subtler – yet equally important.
What are the biggest challenges facing middle managers? How can senior leaders help middle managers to be more flexible in their changing role?
Managing change
The response of employees to organisational changes varies widely.
Some employees may be resistant to change because they are sceptical or afraid, while others might be too eager to please and implement changes without understanding them or before the full extent of their impact.
Managers need to strike a balance between these two extremes. They must ensure that initiatives are implemented effectively, but also keep teams informed, engaged and motivated.
It is important to be able to navigate different personalities and viewpoints, which can sometimes be in conflict. Diplomacy, empathy and patience are essential.
Role creep and increased workload
Managers are now expected to manage their workload and take on personal responsibilities while also leading, coaching, executing and reporting.
As organisations streamline teams in order to cut costs, managers are often given extra responsibilities without receiving any additional training or recognition.
They may be asked to do both, i.e., think strategically and solve problems operationally, without knowing where their priorities lie. Some may feel compelled to work overtime without pay to cover the additional workload.
Mind The Gap
Middle managers are promoted on the basis of their ability to perform their duties, not their leadership potential.
Capterra’s research revealed that 77% managers have not received any managerial training.
Any training that is given focuses more on general leadership than specific challenges. Are the skills that your managers can learn on e-learning platforms presented in a realistic context?
It’s hard to understand the context and nuance of different situations if you don’t have an exploratory dialog.
Conflicting expectations and limited powers
Middle managers are responsible for maintaining the culture of their workplace. Senior management may set it, but they’re expected to enforce it. Culture isn’t something that comes from the top.
While managers are encouraged to show empathy, do they possess the tools to succeed? What is their autonomy – are they able to offer real flexibility to staff, or higher wages?
They are also responsible for enforcing the rules set by their superiors and ensuring that things run smoothly in reality. However, they often don’t know when to escalate a problem or assume responsibility. This can lead frustration, anxiety, stress, and burnout.
Managing remote working
The increase in remote, home and hybrid working is one of the biggest changes that managers have faced in recent years.
This shift poses a number of challenges, including the need to motivate, engage and produce employees who work in different locations, often with vastly different environments. Global players also have to take into account time zones.
Leaders might have to deal with unclear policies on flexible working or try to advocate for their team while managing leadership expectations regarding staff presence in the office.
Stuck on the middle
Middle managers should be able to provide and receive feedback from multiple sources.
It is important to communicate constructive feedback to your team while maintaining morale.
It may be necessary to provide feedback to co-workers in similar positions and to other departments, some of which have competing priorities.
It requires emotional intelligence and the ability of adapting communication styles to the individual.
Show Me the Money
The salaries of managers are often not high enough to compensate them for their pressure, responsibility, and complexity, especially when they compare themselves with the people they manage.
They may feel stuck and unmotivated.
Retaining Talent
Employees expect much more today than they did a decade or five years ago.
The modern workforce is looking for more autonomy, flexibility, better work/life integration, and meaningful work that aligns with values. It is particularly relevant for younger employees, who expect to be supported in their wellbeing.
Managers are faced with an impossible task: keeping their teams engaged and motivated while working with limited resources.
How to develop middle managers for success
Remember that managers have similar challenges as the rest of their employees. This could be financial concerns, childcare responsibilities, older parents or mental health problems.
It can be difficult to maintain a balance between work and life. It can be difficult for them to maintain a strong, resilient appearance at all times. This is neither healthy nor sustainable.
We need to rethink our support of middle managers in order to prevent burnout, and to promote healthy, thriving team.
These are my top four tips for helping them thrive at work.
Create transparency and clarity
Clarify the roles and responsibilities of your managers and ensure they are also clear.
Communication should be open, honest, and regular. Focus on the essentials. Transparency is key to building trust and encouraging an open dialogue.
Get rid of bureaucracy
Recognize and encourage the different styles of management that each person has. Don’t restrict managers with bureaucracy. Instead, give them the freedom to develop confidence, creativity and connections.
Give people the resources and support they need to make informed decisions.
You can rely on your team to deliver when you provide them with the guidance and support they need.
Prioritise personal development
Invest in mentoring programmes of high quality – carefully choose and train mentors to provide the best support and guidance. You can do this in many ways, such as by establishing reverse mentoring programmes where younger employees mentor older staff.
Train your managers to reduce stress by teaching them time management skills, prioritisation and delegation, as well as how to resist unrealistic deadlines.
Offer tailored personal development plans that support the career goals and strengths of each manager.
When you show your managers that you care about their career and wellbeing, they are more likely to perform well and remain loyal to the company.
Celebrating achievements
Tell them if a manager did a great job! It is important to regularly acknowledge and celebrate achievements in order to make managers feel appreciated and boost their motivation and confidence.
Always try to provide constructive feedback as soon as possible.
Develop the leadership skills of your managers by training them in this area.
From burnout to balance
Middle managers are the glue that holds your business together. Leaders need to consider how they can support and nurture these middle managers as their roles change.
You can motivate and inspire them by combining empowerment, training, and rewards.
Take care of your middle managers and they will help you drive your business forward, no matter what the future brings.
