In organizations involving more than one human, power structures exist. Typically, we think that the power lives at the top of the org chart.
In some ways, that's correct.
What if there was more power in the middle?
Imagine leadership has a new initiative. No matter whether the idea seems to be really good or really ba... not so good, change is difficult. Leadership in the middle have options:
Do nothing. Specifically, allow the message to be distributed to your team, their teams, and so on, and let the chips fall where they may.
Echo leadership's message. If they hear it enough times, folks lower on the org chart will get the idea that the change is moving regardless of their insights.
Then, there is the third option...
Consider a seesaw (the image for this post will work). While the image might be misleading, if the box on the right has more weight or mass than the boxes on the left, then it's accurate. To get the seesaw to sit level, one could add more weight to the left. Alternatively, one could move the fulcrum to the right. This allows the weight on the left to more easily mitigate the weight on the right.
Assume the physical weight or mass is replaced with power. When decisions are being "handed down," the power tips to the top of the org chart. If the people at the first level of understanding have a common experience that could result in a positive policy change, they have power to affect change.
With the frequent and not always dramatic shift in power, the leverage in the middle allows them to...
get closer to the group who needs more support to help retain a reasonable balance of power.
The "getting closer" means helping the group whose status is being challenged better understand what is and what is not happening. Generally, the process of sliding the fulcrum has consistent steps.
Acknowledge that the situation has emotion. Whether it sucks or is exciting, say so.
Ask folks about their take on what's going on.
Create space to think through implications.
Foster conversation about plans to effectively move forward.
Ensure that group recognizes you're available to help as things continue to ebb and flow.

The concept of "middle management" gets really poor reviews, 1 star, would not recommend. It's easy to point to the people in the middle as bloviating boss wannabe's whose position, if removed, wouldn't make a difference.
The reality is that it takes appropriate skill, management, and savvy to help people communicate, connect, and effectively work with their peer and colleagues. The middle manager, situated between the owner and the entry-level employee, is pervasive, necessary, and has a lot of leverage to continuously improve their workplace culture.
Cover image by Mediamodifier from Pixabay
Article image by Mohamed Hassan from Pixabay
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