By Catherine Ngo Content writer, presenter and podcaster

Middle managers hold a crucial position. They serve as pivotal figures, acting as a bridge between senior leadership and employees. While they play a vital role, middle managers often face an unfortunate reality. During retrenchments, they are frequently the first cohort to be laid off, and the rising burnout rates compound the situation.

According to the BoldHR B-Suite Benchmarks report, middle managers are a crucial yet often overlooked workforce segment.

One in three managers experiences burnout, and one in five is thinking of leaving leadership altogether. Increased team sizes and management responsibilities exacerbate the situation, leaving middle managers overwhelmed with individual contributor tasks while grappling with leadership demands.

The report reveals that high-impact leaders burn out faster than their low-impact counterparts, losing top middle managers instead of underperformers.

Burnout is most prevalent midway through one's leadership career. Junior leaders and C-suite executives experience burnout at approximately half the rate of middle managers, highlighting the urgent need for systemic support for middle managers.

Junior managers experience less burnout due to lower expectations and a limited understanding of their potential impact. Conversely, executive leaders at the top of the organisational hierarchy can access resources, information, and decision-making authority, alleviating burnout symptoms.

Middle managers bear the brunt of burnout. They are caught between the expectations of impact and limited resources. Addressing this issue requires substantial organisational changes to support and empower these vital leaders. 

 

Addressing the Root Cause

The report uncovers the root cause of increasing burnout — employers demand more impact from managers without giving them the corresponding authority.

Burnout can occur when managers are expected to deliver high-impact results. This involves compounding emotional stress, demanding personal responsibility, and requiring complex decision-making, all without the empowerment typically associated with senior-level positions.

Even without formal authority, greater empowerment can safeguard against specific types of burnouts related to workload, autonomy, and access to resources.

 

Middle managers undervalued

Approximately 82% of middle managers experience feelings of undervaluation and frustration due to various factors. They are often tasked with ambiguous responsibilities, leading to an increase in individual contributor work. Direct reports exert pressure on middle managers to prioritise coaching and development. 

Some younger team members expect their managers to fulfil a therapeutic role, indicating an evolution in the traditional expectations associated with this position. While not all middle managers aspire to reach executive-level positions, they desire the opportunity to exert influence, utilise their judgement, and be acknowledged as valuable contributors to the organisation.

 

How HR can support middle managers

Middle managers must be valued and supported to ensure the success of any organisation. Often overlooked and undervalued, they play a crucial role in employee retention and organisational success.

Here are some starting points that organisations can take to enhance the reputation of middle managers:

  • Regularly acknowledge and reward middle managers' achievements and contributions.
  • Involve and empower middle managers in the planning process by inviting them to participate in critical discussions and decisions.
  • Provide middle managers with growth opportunities such as training, mentorship, and stretch assignments.
  • Create a supportive and encouraging work environment where middle managers feel valued, respected, and empowered to succeed.