Go with the Flow

What if we allowed people to do the work that a) they were hired to do and b) aligned with their strengths.

I used to be VERY concerned about elitism, especially coming from a blue-collar background. When working a job where I spent more time in meetings and typing than moving heavy things, I was sensitive to the appearance (and possible reality) of handing off work that, to me, seemed like the tasks no one wanted.

Primarily because I didn’t want to do them so handing them off seemed like, well, “Peasant! This filing is beneath me. See to it the job is completed forthwith!”

After apologizing the kabillionth time for asking the administrative staff to do something, I got a wonderful response. “You don’t need to apologize. I’m in this job because I like this work. I don’t see it as grunt work and I know you have things to do that I’m not able to. This is how it goes and I’m happy with it.”

The story is to illustrate that no job should be seen as beneath anyone or beyond another person’s capabilities. Concurrently, people should be able to focus on the more impactful portions of their job description rather than spending excess time on the less impactful.

With that massive set-up, let’s examine workplace culture and fix these first-world problems!

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. Administrative tasks in this example are understood as those tasks that could be delegated (possibly even automated) if others had appropriate training or, if there was another position that would reasonably take on such tasks.

To counter this misuse of time and strengths, organizations must intentionally foster workplace environments that enable high performance without sacrificing well-being. This effort requires two immediate cultural shifts, starting with…

Reinventing Managerial Support

Middle managers are the cultural translators who interpret organizational values and bring them to life daily. When they are overburdened, both strategy execution and morale sink. Companies must recognize these roles as strategic assets, not just transitional steps.

Addressing the Burden: One of the most immediate pressures on managers is the communication burden, which often turns them into message relays rather than mentors. Organizations can reclaim manager time by strategically using technology:

• Systematize Routine Communications: This can be done using software, or by changing the approach. An internal newsletter, or even weekly brief, can give the entire organization updates on projects, policy changes, or general client updates. Sharing what is appropriate to share can stave off questions that a middle-manager might otherwise have to answer from up and down the chain of command.

• Plan Connection: By reducing time spent on administrative tasks, managers are freed up to dedicate their energy to high-value, human moments: coaching, recognition, navigating challenges, and mentoring toward growth. This should be done with purpose, intentionality, and should not be pushed aside. Sometimes pushed aside looks like, “They didn’t ask for a 1-to-1,” or, “We already meet as a group, so I think we’re good.” People need to know that they, as an individual, are both appreciated and valued.

The goal is an environment where employees perceive a supportive structure based on key resources and manageable demands. Resources such as leadership, rewards, and organizational integrity can be supported with manageable demands like workload and emotional burden. This data-driven perspective reveals that psychologically safer work environments are consistently associated with significantly better mental health, higher work engagement, and stronger workplace cohesiveness.

Detox the Workplace

Detoxifying, or increasing the psychological safety, is not about avoiding conflict or accepting substandard work. It is about creating conditions where robust disagreements can happen without judging the person. Leaders must model the desired culture:

• Detoxify the Environment: The struggle of supervisors to manage workplace toxicity is immense; approximately half of hiring managers report more instances of bad behavior now than three years ago. Common toxic traits include gossiping (39%) and unprofessional communication (27%). Leadership must provide practical training on conflict resolution (a top challenge for 39% of supervisors) and constructive criticism.

• Practice Blame-Free Learning: Mistakes must be treated as learning opportunities, not reasons for reprimand or discipline. Teams should be encouraged to debrief errors and celebrate "failures as learning".

• Invest in Emotional Intelligence: Leaders must possess skills to actively listen, seek input, and show empathy. This is particularly vital as younger generations value empathy and collaborative leadership over hierarchical approaches.

• Prioritize Clarity: Since uncertainty triggers "quiet cracking" where employees feel stuck, undervalued, and disengaged, leaders must clearly explain the team's direction, individual value, and growth opportunities.

Investing in your managers' capacity (or your own capacity) to lead with emotional intelligence and providing a foundation of psychological safety are not just HR perks, they are the core strategic drivers that ensure your organization is resilient, innovative, and positioned to attract and retain talent.