Author: Nadia Leonard
Middle managers are caught in the middle — literally and figuratively.
They’re expected to lead teams, deliver results, drive culture, and roll out strategy. All while navigating constant change, rising expectations and never-ending admin. But here’s the catch: they’re often doing it without the authority, resources or development they need.
That’s not just a leadership issue. It’s a business risk.
When middle managers are overstretched and under-supported, things slip — decision-making, morale, execution. Strategy stalls. Culture takes a hit. The middle becomes a bottleneck, not a bridge.
It’s time to rethink the role of middle management. Not by asking more from them — but by setting them up to lead with real impact.
It’s what happens when expectations go up, but support doesn’t.
Middle managers are often:
If we want middle managers to lead, we need to treat them like leaders. That means giving them the power, clarity and skills to drive outcomes — not just manage chaos.
If you want real leadership in the middle, you need to back it up. Here’s how:
Stop treating them like messengers. Middle managers should have the autonomy to prioritise, solve problems and lead without waiting for approval. Let them own their scope — that’s how they start shaping strategy instead of just executing it.
Most managers land in leadership roles without the skills to lead. They don’t need another online course. They need practical tools: how to think strategically, lead people, adapt in change, and coach teams. That’s where structured programmes, coaching and real-time support come in.
Too often, strategy stays at the top and confusion trickles down. Two-way communication matters. Middle managers should be part of the feedback loop — not just recipients of instructions. Run leadership forums. Make alignment sessions part of the rhythm. Use their insights.
They can’t lead if they’re drowning in admin. Remove redundant tasks. Clarify what matters. Give them permission to delegate. Make space for actual leadership — not just delivery.
Here’s the biggest mistake: assuming middle managers will “figure it out”.
They won’t. Or if they do, it’ll be at the cost of performance, wellbeing, or retention.
Middle managers need clear expectations. Ongoing development. Space to collaborate with peers. And access to coaching that helps them navigate the grey areas.
They also need to be measured on more than operational output. If you want leadership, you need to reward it. That means recognising how they build teams, grow talent and influence culture — not just how fast they tick off tasks.
This isn’t a one-and-done intervention. It’s a shift in how leadership is supported across the business. Use feedback tools. Pulse surveys. Open forums. Listen, adapt, repeat.
Middle managers are one of your biggest untapped assets. But only if you stop squeezing them and start equipping them.
At VSLS, we work with clients to develop leadership at every level — from learning design to change management and workforce transformation. If you’re ready to strengthen your middle layer, speak to us.
Reach out to Nadia Leonard at nadia.leonard@vsls.com to find out more.
