How Much is Much Too Much

A quick Google search illustrates an interesting point. The idea of “player-coaches” is not unique, but success stories are. Bill Russel comes up as well as Tom Landry among others. In a more modern era, stories are exceedingly rare. My educated guess is that it has very little to do with skill and talent. Because people are awesome. I think it has to do with specialization and striving to thrive beyond conventional success.

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?

Spoiler Alert: they don’t do it well and it’s making people exhausted

Jack of All Trades, Master of… Still All Trades

Senior leaders expect middle managers to execute strategic decisions, manage resources efficiently, and deliver results, requiring information to flow upwards and initiatives to be implemented effectively. Simultaneously, team members expect their managers to advocate for them, provide clarity and support, and shield them from organizational turbulence. When managers communicate decisions from above that are unpopular, staff may perceive them as unsupportive, creating a no-win scenario where they are blamed for decisions they didn't make

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This constant balancing act takes a significant toll. Studies published by Inclusive Knowledge Solutions reveal that 43% of middle managers report high levels of burnout, and 44% cite organizational bureaucracy as their top frustration. They spend nearly 50% of their time on administrative tasks, leaving limited bandwidth for strategic initiatives and talent development. This can lead to a sense of disempowerment, with middle managers reporting 46% less job satisfaction compared to senior executives and higher levels of stress and isolation.

In the Middle is the Glue

Our middle managers are in the middle, keeping culture together. Having leaders rigid and success measured by which of the three elements (the glue or the items stuck to either side of it) fails first is bad news. But that’s exactly what happens. Unfortunately, if the direct reports fail, it’s a reflection on middle managers. If leaders fail, it’s a reflection on middle managers.

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Helping out middle managers is easy to imagine, but takes energy to execute. For example, here are some strategies for mid- and upper-management:

1. Value and Empower Middle Managers: Move decision-making to the lowest possible point in the hierarchy, incorporating their perspectives on how work truly gets done. Doing so helps reduce feelings of disempowerment and disengagement.

2. Provide Context and Clear Expectations: When communicating decisions, explain the strategic rationale, alternatives considered, and how the decision aligns with organizational goals. Clear communication and expectations are critical; ambiguity is a significant driver of workplace toxicity.

3. Invest in Targeted Training and Development: Promote middle managers based on their foundational skills (sometimes called “soft skills”), not just their individual contributor skills. Provide training in key areas such as constructive feedback, coaching, and guiding team members to find solutions. Leadership development programs tailored for middle managers can equip them to navigate complex roles effectively.

These represent starting points. Continued work on communication, one-on-ones, and effective communication (yes, it’s there twice on purpose) will help all members of the organization move the same direction. Moreover, these improvements will reduce stress and increase productivity.

Mid-level leaders are assets. When treated as an expense, their value is not observed. When that “expense” is cut, their value becomes crystal clear.