The middle matters: reimagining leadership and performance in today’s workplace

We recently hosted a roundtable to explore one of the most under-discussed topics in leadership: what it really takes to help middle managers perform. And not just survive, but thrive, influence, and lead with confidence.

Because if you’ve spoken to a middle manager lately, you’ve probably heard some version of this:

“I’m leading a team, managing performance, translating strategy, coaching individuals, and still somehow trying to get my own work done. And I’m expected to do it all at a consistently high level.”

It’s no wonder the pressure is mounting. Middle managers are at the centre of modern organisations and often, at the sharpest end of change.

Key takeaways

• Learn why middle managers are under more pressure than ever and what the data tells us about their experience in today’s workplace.
• Understand how the role of the middle manager is evolving, and why they’re no longer just a ‘link in the chain’ but a pivotal driver of performance, culture, and retention.
• Discover practical, forward-thinking approaches to leadership development, manager enablement, and workplace performance designed for the reality of hybrid work, leaner teams, and increasing complexity.

Why it’s never been harder (or more important) to be in the middle

The role of the middle manager is being stretched in every direction. They’re expected to:

• Execute senior leadership’s strategy
• Motivate and support their team
• Create psychological safety
• Spot burnout, manage attrition, and help with onboarding
• Keep delivering their own outputs

All this while navigating hybrid working, flatter hierarchies, and faster change cycles than ever before.

It’s not just anecdotal. Recent stats show:

• 79% of middle managers report feeling at risk of burnout, primarily due to the emotional and logistical demands of managing people. 
  Predictive Index
• 75% feel unclear about their role in today’s workplace, as expectations grow without the right support structures. HR Daily Advisor
• They are more likely than any other employee group to report chronic stress. Forbes

Middle managers aren’t the problem, they’re the unlock

Middle managers are often positioned as messengers or blockers. But in reality, they’re one of the most powerful drivers of engagement, culture, and performance. They’re the ones who: 

• Translate abstract strategy into real world behaviour
• Catch signs of disengagement before it turns into resignation
• Help teams find stability during periods of change
• Model leadership for future successors

What’s needed isn’t to “fix” middle management, but to reimagine how we support it.

That means:

• Rethinking leadership development to be time-sensitive, relevant, and built for hybrid environments.
• Creating psychological safety not just for their teams but for them too.
• Giving them the space and skills to lead, not just manage. 

From overlooked to empowered 

When middle managers are supported well, the impact is felt far beyond their team: 

• Performance improves – because people have clearer expectations and better coaching.
• Retention strengthens – because teams feel seen and supported.
• New leaders emerge – because someone took the time to develop them with intent. 

In short, what happens in the middle shapes what happens everywhere else.

If your middle managers feel stretched, stuck, or sidelined, this is the conversation to be part of. In the meantime, if you have any questions or want to understand how you can better support your people and bring out the best in them, please get in touch.