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For mid- and upper-management, the day-to-day is no stranger to intense pressure, digital disruption, and a question of trust. To succeed, leaders must move beyond traditional command-and-control tactics and intentionally embed ethical leadership, tactful accountability, and appropriate flexibility into their operations.

This just in!! Research synthesized in the 2025 Gallagher report concludes that the #1 reason employees stay or leave is their boss. A staggering 50% of employees who seek new jobs do so because of their manager. This isn’t new data, colleagues. “People don’t quit their jobs, they quit their boss,” was not invented out of thin air. It’s been statistically true for quite some time. 

It's no surprise to people paying attention, that this this is not an HR problem, but a reflection of leadership choices. HR can pull some levers, such as requiring supervisors to hold coaching sessions (versus tactical weekly updates) with their employees, but the supervisors come in unprepared or, disregard the professional development and opt for a list of updates and to-do's, there's not much HR can do to ensure the supervisor's employee has a good experience.

The accountability challenge is visible across all ranks, but it is particularly stark outside the executive suite. Satisfaction with demonstrable accountability stands at only 31% for mid-level leaders and 30% for front-line leaders, compared to 52% for executives. A core finding is that many leaders are committed to driving business results and the technical aspects of their roles, but fewer are committed to actual leadership...

Recent data shows middle managers spend nearly 50% of their time on administrative tasks, leading to higher stress, increased isolation, and lower job satisfaction compared to senior executives. This instability is creating a dangerous cycle that decreases effectiveness, weakens workplace culture, and threatens the leadership pipeline.

The real drivers of organizational success are innovation, resilience, and talent retention which rely heavily on the "soft" skills of leadership. For mid- and upper-management, the core job function is shifting from process oversight to enabling human performance.

While proficiency in AI integration and data analysis is necessary, relying solely on technical excellence risks organizational failure. The future belongs to leaders who can effectively blend technological insight with genuine human connection which makes soft skills (aka “professional skills” or “foundational skills”) the core competitive advantage.

One of the most critical is proximity bias, where leaders unconsciously favor employees they see in person over those working remotely. This can lead to remote employees being overlooked for promotions, key projects, or development opportunities, creating a two-tiered system and eroding trust.

People are generally smart and competent at work (thought neither quality may always shine through). When they ask a question, sometimes they want an answer. Other times, they want someone to help them think through a problem.

If most successful athletes and successful coaches cannot do both jobs concurrently, it makes one wonder; how effectively can a manager complete their individual work, supervise their team (and their team’s teams), and respond to needs from up the chain of command?

The manager crisis requires immediate attention, not just for the well-being of leaders themselves, but for the health and sustainability of the entire organization. It’s time to move beyond outdated approaches and reinvent the manager's role.

Taking care of your leaders is not just an act of compassion; it's a deliberate, strategic decision that safeguards the health, performance, and long-term sustainability of your entire organization. By investing in proper training, prioritizing leader well-being, and fostering a culture of psychological safety, companies can transform accidental managers into effective leaders and build resilient, thriving workplaces for everyone.

Humility is an indispensable trait for inclusive leaders, involving the willingness to admit mistakes, learn from criticism, and acknowledge others' contributions. It's about letting go of the need to always be right and instead prioritizing curiosity and diverse viewpoints.

Research indicates that 75% of HR leaders view managers as overwhelmed and ill-equipped to lead change.

The misconception that leaders are "born, not made," further limits potential within organizations. In reality, leadership skills, qualities, and effective practices can be cultivated through training and deliberate experience.