Life is Flux

To say the modern workplace is in a constant state of flux is… redundant and obvious.

Anything living, moving, and changing is in flux whether at high or low rates of speed. The main variable is the degree to which we, as mere homo sapiens sapiens are able to adapt. Some days, we’re great. Other decades, generations, or centuries, we adjust to what we want rather than what is.

Despite widespread recognition of their importance, workplace culture and effective leadership are often mired in significant challenges and deep-seated misconceptions. All of the reasons make sense. But not all of the reasons have a great rationale when put to the test.

Stuck in the Middle with… a Bunch of Other People in the Middle

Middle managers occupy a uniquely demanding "sandwich position," caught between the strategic directives of senior leadership and the day-to-day realities of their frontline teams. This role, critical for employee engagement, retention, and performance, is increasingly characterized by high levels of burnout, stress, and feelings of being undervalued. Here are some highlights of low points:

1. Overwhelm and Unrealistic Expectations: Middle managers often struggle with increased administrative burdens and reporting duties, consuming time that should be spent leading, coaching, and developing their people. Research indicates that 75% of HR leaders view managers as overwhelmed and ill-equipped to lead change (stampandchase.com). They are expected to improve team performance, support well-being, and maintain employee retention despite increasing workloads and often diminishing budgets. In other words, do more of everything with less of everything.

2. Lack of Autonomy and Support: Many middle managers are promoted from technical roles without adequate leadership training, leading to skill gaps in crucial areas like conflict resolution, coaching, and strategic thinking. They often feel they have limited decision-making power, which lowers motivation and reduces their perceived value within the organization, potentially contributing to turnover. Even with training, the content may focus on nuts-and-bolts while the professional foundational skills will be expected to be known or learned along the way.

3. Isolation and Disconnect: Despite being central to organizational cohesion, middle managers frequently report feeling disconnected from top leadership, especially when communication is filtered through multiple layers. This can lead to an incomplete understanding of company strategy and a sense that their contributions are overlooked. Executive support is often perceived as more substantial by executives themselves than by middle managers.

There’s no reason to tolerate sub-par experiences and performances for the sole reason that change is difficult.

Pervasive Misconceptions in Workplace Culture

Many leaders operate under outdated assumptions that inadvertently undermine efforts to cultivate positive workplace cultures and effective teams.

1. "Productivity Theater" vs. Actual Outcomes: There's a widespread misconception that appearing busy, such as seat-time or always responsive to asynchronous messages) equates to actual productivity. This "productivity theater" often overshadows meaningful work, with leaders pushing for more output rather than better outcomes. Return-to-office (RTO) mandates frequently reflect a desire for visual proof of activity, not necessarily genuine results or improved performance. The focus on quantity over quality can lead to mass-produced content lacking value.

2. Ignoring Holistic Employee Needs: Most people are NOT coin-operated. The belief that compensation alone drives retention is a significant misconception. While inadequate pay is a top reason for leaving poor cultures, according to SHRM, employees in good cultures also cite insufficient opportunities for career growth, professional development, inadequate benefits, and lack of workplace flexibility as reasons to seek new jobs. I do not argue with their research, I contend that a culture that has these characteristics may not be identified as “good culture.”

3. Leadership Disconnect: Executives are significantly more likely to rate their organizational culture as good or excellent (82%) compared to individual contributors (47%), indicating a substantial perception gap that can hinder effective cultural interventions (SHRM). Tone-deaf leadership often generalizes individual success stories as universally applicable, ignoring the diverse life circumstances and needs of the broader workforce today. A more direct path here is, executives must understand that the rest of the employees are not clones of that leader nor are they living in the exact same circumstances.

Actionable Strategy for Transformation

To navigate these challenges and correct misconceptions, both middle and upper management must adopt a proactive, people-centric approach.

There are dozens of ways to address these issues. The easiest is to review what’s bad and go the opposite direction. It’s easy, not efficient, nor specifically intentional.

The following is one of my core beliefs about people at work: Most people want to succeed.

I believe that leaders who are on a path counter to proven research stay there because of inertia, it’s a well-worn path, and trying something new is risky.

But, isn’t that what leaders do? Innovate. Take risks. Shake things up.

My wish for you is that you’re able to take action by:

• Asking for outside help

• Accepting outside help

• Making incremental changes in your behavior

• Affecting incremental changes in your team

The only way to get this ball rolling is to seek assistance. Of course, this is what I do and I would be happy to chat to see if we’re a good fit. And, if it’s not me, it needs to be someone.

There’s no reason to tolerate sub-par experiences and performances for the sole reason that change is difficult.

Conclusion

By addressing the critical challenges facing middle managers and confronting common misconceptions about workplace culture and leadership, organizations can cultivate environments where employees feel valued, supported, and motivated. This holistic approach not only enhances employee engagement and retention but also drives sustainable business success and contributes positively to societal well-being by promoting job stability and enhancing overall quality of life.