I hope your middle managers enjoy the summer holidays too.
Because if anyone needs a break right now, it’s them.
As people head off to recharge their batteries, let’s spare a moment for the middle managers — an oftentimes overworked, overwhelmed, and overlooked layer in many organisations.
- They’re more likely to be disengaged,
- Burned out,
- Sensing that their wellbeing is off the radar,
- And quietly looking for a new job.
Yes, these are common themes since 2021 — but the data shows that middle managers have taken the biggest hit (Gallup).
Here’s why:
1. Do more with less
According to Gallup:
- 64% of managers said employees have been given additional responsibilities
- 51% reported team restructuring
- 42% said their organisations have made budget cuts
Meanwhile, Gartner predicts that by 2026, 20% of organisations will use AI to eliminate over half of middle management roles.
Add to that the “flatten the hierarchy” movement kick-started in Big Tech meaning fewer managers, larger teams, tighter budgets — and much more complexity.
2. They’re starved of what actually drives motivation
Daniel Pink in "Drive" rightly says people need Mastery, Autonomy, and Purpose to stay engaged.
For middle managers:
-Purpose is blurred by bureaucracy. A McKinsey survey shows they’re often stuck in admin and firefighting — instead of coaching talent or driving strategy.
-Autonomy is limited. They’re often ‘piggy in the middle’, squeezed by demands from above and below. Glassdoor’s lead economist puts it bluntly: they’re managing upwards and placating anxious teams.
- Mastery is limited. 73% of managers say they’re not getting the support they need to succeed (Lattice). Only 20% of managers feel their company sets them up to be great people managers (McKinsey).
No wonder they’re tired.
And yet, middle managers are essential.
✅ They translate strategy into execution.
✅ They're close to customer needs and feed insights upward.
✅ They guide teams through uncertainty and change.
✅ They are the glue between performance, culture and people.
McKinsey found that 86% of job satisfaction is tied to the relationship with your manager. If they’re not OK — their teams are unlikely to be either.
So, what can we do (beyond giving them a holiday)?
🔹 Better communication from above — only 3 in 10 say they’re kept in the loop (Gallup).
🔹 Real training and development (not just uninspiring guides).
🔹 Peer networks — let them coach, vent, and learn from each other.
🔹 True autonomy — trust them to lead, not just execute.
🔹 Wellbeing support that recognises their unique load.
Look after them — they’re the glue that holds your organisation together.
Think yours could use a little TLC? I’d love to chat.
