Global Recruiters of Buckhead (GRN)’s Post

What fresh new hell is this if your org chart still looks like a pyramid? 52% of Gen-Z professionals don’t want to be middle managers 72% Gen-Z would choose an individual route to progression over managing others 63% of professionals think senior professionals value middle management more than their younger peers 69% of Gen-Z say middle management is too high stress, low reward Double the amount of Gen-Z would opt for a flat structure over a hierarchical one 89% of employers still think that middle managers play a crucial role in their organisation

“No one wants to be a middle manager anymore.” Middle managers are not okay!! They’re being invested in less and less while expecting to do more and more. Which is why we need to elevate and celebrate our managers. Because in reality, they’re our MVPs. Rebecca Houghton in Fast Company recommends 5 shifts leaders and managers need to make to address this middle management crisis: 1️⃣ Control the pace of work - focus on doing the most impactful work. Quality over quantity. 2️⃣ Be Intentional - Be a leader on purpose. Not every individual contributor is fit to become a manager. And that’s okay! 3️⃣ Prioritize - Learn to triage. “Be an impact maker, not an order taker.” 4️⃣ Use your influence well - Influencing those around you is your most important job. 5️⃣ Be like Elsa...Let it go - What got you to this role isn’t what will carry you through. Learn to let go, and focus more on what matters now. Read the full article here: https://lnkd.in/eky7WcAK And if you want more practical tips and tools on how to redesign the manager role for the modern workplace, look no further! I literally made a course on the very topic. Linked in the comments.

It was a real treat to be published by Fast Company again this month; and an extra bonus for the article to be supported by the globally renowned future of work expert Erica Keswin - my thanks to both of you for promoting the importance of middle managers everywhere. #boldhr #leadership #bsuite

Here's a recent article, "Why middle managers are the forgotten heroes: Four ways to engage them" that SME Magazine kindly published for me. "It is so easy for me to remember leaving an old employer’s meeting room, years ago, gauging the reaction of my middle management colleagues to “the launch of our new strategic plan”. It had been a dry, weird one-way conversation – one where senior staff often didn’t even talk at us, rather there were a lot of in-jokes between them. It was, however, particularly easy to remember because my colleagues all had the same response as I had to the C-suite’s spiel: confusion and bewilderment. “[With a giggle and shake of the head] Don’t ask me what that was all about. But, what I can tell you is that was an hour I will never get back.” And for me, that starts to sum up one of the big problems that organisations face; namely, that for an organisation’s strategy to succeed, senior leaders need to truly support those who play the critical role in delivery. And in many organisations, that is the humble middle manager." #management #humanresources #personaldevelopment https://lnkd.in/gAViT_fC

Middle managers hold the key to organizational success - yet their skills often remain dormant. Situated between senior and frontline staff, they possess invaluable insights and influence. By empowering them through training, authority and strategic input, we gain culture shapers, innovators and change drivers. Studies show this significantly enhances decision-making, innovation, alignment. But first, we must help middle managers overcome common obstacles like role ambiguity and change resistance and prepare them for constant digital disruption and uncertainty. Empowering middle management means investing in long-term performance, competitiveness and agile teams. Read more on how you can empower middle management in our latest whitepaper 👇🏻 https://lnkd.in/g5_4hsYp #MiddleManagement #Whitepaper #TalentAcquisition #Hiring #Organization

Super insightful, Cloey Callahan. You aptly detail the bind middle managers face. Addressing this array of challenges has never been more important for the team members who work for these managers. meQuilibrium research has shown time and again over the last several years that the most powerful protective factor against employee burnout and stress is having a manager that is concerned about team wellbeing and checks in individually on this topic. That’s hard for a manager to do when their to-do list is as packed as you describe here.

"The middle manager role has been set up for failure, and this needs to change." McKinsey's recent blog post hits the nail on the head regarding the struggles of middle management. Excessive bureaucratic workload, rigid decision-making cultures, and lack of empowerment are major issues. However, the point about treating management as a profession truly resonates with me. Too often, personal growth in companies is tied to taking on managerial responsibilities. I've seen countless experts, masters in their fields, pushed into management because it was the only path for advancement. This not only creates ineffective managers but also strips the organization of their specialized skills. 🚨 Consequences of Forcing Management Roles: 1. Loss of Expertise: When specialists are pushed into management, their unique skills and knowledge often go underutilized. The organization loses a key expert, and the individual's potential impact diminishes. 2. Decreased Morale: Being forced into a role that doesn’t align with one's strengths can lead to frustration, disengagement, and burnout. This can negatively affect team morale and overall productivity. 3. Ineffective Leadership: Not everyone is suited to be a manager. Forcing individuals into these roles without proper training and inclination results in poor leadership, which can harm team dynamics and performance. ⚖ Management is a profession, and not everyone is suited for it—and that's perfectly fine. Companies need to recognize and respect diverse career paths. Here’s what we should do: 1. Multiple Growth Paths: Offer clear, rewarding career paths for both technical experts and aspiring managers. Let experts remain experts and continue to grow in their roles without the pressure to manage people. 2. Empowerment and Support: Provide tools, training, and support to those who genuinely want to pursue management. Empower them to lead effectively and adapt to changing organizational contexts. 3. Professional Development: Treat management as a profession with its own set of skills and competencies. Invest in targeted managerial development opportunities and actionable people leader scorecards. 4. Recognize and Reward: Celebrate achievements in all roles, not just managerial ones. Recognize the value that both experts and managers bring to the organization. It's time to rethink how we view and structure career growth within our organizations. Let experts remain experts and create clear development paths for those who aspire to manage. #Leadership #Management #CareerGrowth #EmployeeEngagement #OrganizationalHealth

Good read and advice for middle managers. Revisit your mindset.

Some weeks ago I wrote a post (based on a conversation I overheard during a train ride in the Netherlands) about the responsibility of the company's executive team to actively support middle management when cascading a strategy. A year ago, McKinsey & Company published "Power to the Middle", a book exploring how this under-rated role has become top of mind for leaders whose companies have experienced high rates of burnout, leaves of absence, and attrition in the aftermath of the pandemic. I can imagine that part of the reason is that it falls upon middle management to translate from abstract strategies to concrete actions, and deal with the ambiguity that comes with it, especially in case the strategy implementation plan is poorly articulated, and hasn't foreseen the trade-offs that hit the frontline. “Businesses are realizing that investing in their middle management is not just a nice-to-have; it is a business imperative,” observes Emily Field, a McKinsey partner, who along with Bryan Hancock and Bill Schaninger, Ph.D., a former McKinsey partner, co-authored the book.

Recent research conducted by Robert Walters highlights a significant shift in how Generation Z professionals view middle management roles: 💼 52% of Gen-Z professionals don’t want to be middle managers 🚀 72% of Gen-Z would choose an individual route to progression over managing others 👥 63% of professionals think senior professionals value middle management more than their younger peers ⚡ 69% of Gen-Z say middle management is too high stress, low reward 🏢 Double the amount of Gen-Z would opt for a flat structure over a hierarchical one 🔑 89% of employers still believe middle managers play a crucial role in their organization #GenZCareers #FutureOfWork #LeadershipTrends