Article · 6 minute read
By Laura Stewart – 29th August 2024
Once written off as bureaucratic, unproductive and inefficient, middle managers are now basking in a well-deserved wave of positive PR.
Hailed as the ‘engine of the business’, the ‘heart of a company’ and even ‘the meat of the corporate sandwich’, the tide has turned, generating a new appreciation and understanding of the complex and demanding role.
The role of middle managers is not only complex but also integral to the effective functioning and success of a business. Positioned between top-level vision and ground-level execution, they are essential for translating strategic objectives into the meaningful on the ground actions that drive results.
McKinsey reports organizations with top-performing managers generate several times the total shareholder returns of those with average or below-average managers1; evidence of the link between middle manager quality and business success.
The frequent, direct contact managers have with employees means they also have a huge impact on organizational culture and overall employee experience. According to HBR, relationships with direct management account for 86% of employees’ satisfaction with their workplace interactions.2
Despite the critical importance of middle managers, organizations often fail to invest in their development. Only 37% of middle managers receive training upon promotion, and an alarming 74% report never receiving any further training after that3. Overstretched and underdeveloped; middle managers are not being empowered to achieve their potential.
With clear links to key business outcomes, why are organizations missing the opportunity to develop strong and impactful middle managers?
The middle tier of an organization can be vast. Developing such a large segment of an organization presents a significant challenge in terms of budget allocation, resource management, and personnel commitment.
Existing strategies are no longer viable, as traditional development initiatives, usually reserved for leadership or a group of ‘high potentials’, are too costly and intensive to execute at scale.
Another significant challenge is delivering development support that is both targeted and actionable while remaining relevant for employees across a range of business areas.
Compounding these issues is the lingering underestimation of middle managers’ importance and impact. It’s difficult to overcome the idea that developing a middle manager involves preparing them to step into senior leadership, rather than focusing on helping them excel in their current role.
To fully unlock the potential of middle managers and address the challenges they face, organisations must rethink their approach to development. Rather than investing in a small pool of talent with costly and intensive programs, companies can reach more of their people by opting for more efficient and scalable development solutions.
By leveraging light-touch, self-service tools that are powered by robust personality data, organizations can deliver tailored insights and relevant development guidance at scale, enabling more employees to benefit from personalised growth opportunities. This approach makes development more accessible and cost effective but also ensures that it is personalised and directly relevant to the needs of each manager; supporting middle managers to thrive in their roles without the need for extensive resources.
One great way to kick-start meaningful development conversations is by providing managers with our Development Report. It helps them take a closer look at their strengths and areas for growth, offering personalised advice to guide their development journey. The report also provides space to set development priorities, encouraging reflection and helping managers turn insights into actionable steps. It’s an excellent tool for encouraging independent growth and opening up discussions around professional development.
Some organizations may want to focus development on building resilience, empowering employees to excel during times of change. This is where our Building Resilient Agility Report can be incredibly valuable. The report offers guidance on how to stay effective during periods of transformation, helping teams work together more efficiently while adapting to new ways of working.
Our client Sodexo leveraged this report during COVID-19, recognizing that their employees were navigating rapid changes; doing more with less and adapting to remote work. To support their teams through the transition, Sodexo utilized the Building Resilient Agility Report along with group overviews. The group overviews allowed Sodexo to get an overall picture of the capacity for change at a group level whilst the individual report guided personal development. The report highlighted strength areas and how these could be leveraged in the workplace in times of change and also provided development advice for weaker areas.
For more information, check out the full case study.
Supporting team development is a common need among managers, especially those managing a team for the first time. But organizations are often dealing with limited development resources so external support is not always available. When resources are limited, our tools empower managers to take charge of their own development, as well as that of their teams, ensuring they are supported to create meaningful growth without relying on external resources.
That’s where Work Roles, powered by Wave, comes in. It’s a straightforward, budget-friendly tool for team development that managers can easily implement themselves. The solution helps employees reflect on their work styles and how they interact with their colleagues, guiding them through setting goals and fostering personal growth. For more practical advice on how to use Work Roles, see our article Reflection: The Key to Team Effectiveness.
Each participant receives an individual report for self-guided development, but there’s also the option to enhance this with group workshops. Whether you want to lead these workshops internally or bring in external support, we’re here to help make it a success.
The evolving recognition of middle managers as essential drivers of business success underscores the need for a shift in how organizations approach development activities. While traditional, resource-intensive training programs may be out of reach for many, there are effective, scalable alternatives that can empower managers to take ownership of their growth and the development of their teams. By utilizing personalised, self-service psychometric tools, organisations can provide managers with the personalized insights and guidance they need to grow in their roles.
As the role of middle managers continues to grow in complexity and importance, equipping them with the right tools and support is more critical than ever for long-term business success.
Our team will be happy to tell you more about how our science-driven tools can enahnce you manager capability.
Laura is a Consultant Analyst at Saville Assessment having recently completed her MSc in Occupational Psychology with a focus on psychometric assessments. She has previous experience as a project manager in the Expert Network industry.
You can connect with Laura on LinkedIn here.
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