The shift to remote work has taken its toll on us all, but middle managers have faced particular challenges over the last year. A global survey of over 3,000 remote knowledge workers found that middle managers (defined as those managing 1-6 people) are 46% less satisfied with their jobs than senior executives (those managing at least 15 people), they have struggled more than twice as much as executives when it comes to maintaining a sense of belonging, and they feel more stressed and less productive than their more senior colleagues.
It’s Time to Free the Middle Manager
Organizations no longer need traffic cops. They need leaders.
May 21, 2021
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Summary.
As organizations shift toward more distributed, asynchronous workforces, the traditional role of a middle manager — monitoring productivity, optimizing individual performance, etc. — is becoming increasingly redundant. Instead of simply routing information between different groups, middle managers of the future will be tasked with leveraging digital tools optimized for tracking remote and hybrid workforces, and then focusing their own energy on building teams and developing talent. In addition, organizations will have to rethink traditional career paths, and begin to offer development tracks that enable individual contributors to advance without necessarily taking on people-management responsibilities. As digital tools enable the freer, more democratic flow of information, managers will be free to focus on something that is infinitely more important than transmitting information: building teams and connecting the people that are the true lifeblood of any organization.
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HBR Learning
HBR Learning
Leading People Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
What you need to know about being in charge.