Middle managers are facing unprecedented pressure. As organizations streamline communication, this critical layer is often caught in the crossfire, with layoffs impacting one-third of this group in 2023.
A recent study revealed that 75% of middle managers report experiencing burnout, and 40% are actively seeking new opportunities. This alarming trend poses a significant risk to organizations, as middle managers play a vital role in driving revenue, fostering employee growth, and ensuring operational success.
In this week’s HR Query, we delve into the challenges facing middle managers. Dana Rogers, VP of People at O.C. Tanner, shares valuable insights on the critical role of middle managers in organizational success, strategies for HR teams to rebuild trust and support with middle managers, and leveraging employee appreciation tactics to reduce burnout and boost confidence.
Her first tip? HR leaders should be loud with appreciation.
“Never underestimate its power,” Rogers shared with HR Daily Advisor. “When people feel seen for their efforts at work, the effects on overall wellbeing, fulfillment, and culture are incredibly powerful. When organizations integrate recognition into daily work life, it has the ability to completely transform company culture for the better.”
Why are middle managers particularly vulnerable to burnout and attrition? How does this contribute to their confidence levels?
DR: Middle managers are particularly vulnerable to burnout and attrition, and the main reason why is in their name. Since they sit between more junior staff and executives, these managers feel pressure from both above and below, which very much contributes to burnout – a big driver of attrition. In some cases, middle managers might also have unclear expectations and ambiguous role expectations where they are expected to be both strategic and operational. This can lead to confusion about priorities and responsibilities as well as a heavy workload balancing managerial duties, reporting, and sometimes even carrying out operational tasks, which contributes directly to burnout.
When burnout strikes, middle managers’ confidence levels will also suffer. Burnout can make it difficult for middle managers to meet the expectations placed on them by both upper management and their teams. When they feel they’re failing to meet these expectations, their confidence can take a significant hit.
What unique responsibilities do middle managers hold at an organization that make them vital parts of the workforce?
DR: Middle managers are crucial to an organization because they are the bridge between senior leadership and frontline employees. As far as responsibilities go, a lot falls on their shoulders – they implement strategic plans, ensure operational efficiency and foster communication across the organization. Within their own teams, middle managers are responsible for developing talent, upholding the organizational culture within their team and upleveling their team’s feedback to leadership to ensure their voices are heard. This all makes middle managers essential for both daily operations and long-term success of the business.
What do organizations risk if they don’t address the burnout epidemic among this group?
DR: Managers juggle multiple responsibilities, and the impact of their role on organizational success can’t be understated. These managers tactically act as the communication line between C-suite executives and junior-level employees, often translating the strategy delivered to them from above into actionable tasks to ensure goals are met. From there, they are pivotal drivers of the work and take on the role of a project manager who oversees a specific campaign or initiative. In terms of business outcomes, they drive the needle for KPIs and are essential to ensure that their teams are running smoothly.
From a leadership perspective, they are often valuable mentors to junior-level employees, and because they work with their teams very closely, they have a finger on the pulse of which employees are performing well and where areas of improvement are needed. They’re also key in fostering a positive company culture, and they can help amplify the efforts of their subordinates to ensure all members of the organization feel recognized and appreciated.
Middle managers wear many hats, and if organizations don’t take steps to decrease burnout among the group, they’re at risk of significant efficiency and cultural losses throughout the organization. They also risk burnout cascading to other members of the organization, as peers would need to shoulder the additional responsibilities.
How can HR teams reduce the high burnout levels of middle managers? How can they identify when to intervene and offer support?
DR: One of the best ways to reduce burnout among middle managers is to create a culture of integrated recognition that appreciates employees for both large and small contributions. Employees are 784% more likely to report high engagement, 80% less likely to report burnout, and attrition risk decreases 29% when integrated recognition is properly executed. Despite the positive benefits, only 21% of companies have an integrated recognition strategy, which is part of the reason why we’re seeing such a burnout crisis.
People often forget that managers are employees, too, and other members of the company should invest the same time and resources into supporting and encouraging them the same way they would their most junior colleagues. HR teams can encourage all levels of the organization to recognize each other, regardless of the day. Too often, leadership will take a siloed approach to appreciation and stick to giving kudos on “Employee Appreciation Day” or “National Nurses Day,” but recognition is much more impactful when given on a day-to-day basis. It can be something small, like how that manager gave a mentee great guidance, or something big, like a five-year anniversary. Regardless of the content of the appreciation, it should be meaningful and tailored to that employee to make it resonate.
In addition to integrated recognition, C-suite or executive leadership should always ensure they have frequent check-ins with managers that focus on the wellbeing of the employee, not just to check in on business goals. Through these 1:1s, executives can gauge where these managers are on the survive-to-thrive scale. If they’re struggling or feeling overwhelmed, that leader can connect the manager with mental health resources or find a way to shift around responsibilities to help alleviate some pressures.
How can organizations rebuild confidence among middle managers and prevent future burnout?
DR: Recognition and support are two key areas that HR teams should focus on to rebuild confidence among middle managers. We often forget that our leaders are people too, and expect them to be able to take on whatever we throw at them without showing appreciation for all they do for the organization and their teams. To make integrated recognition most impactful for middle managers, HR teams must understand the unique troubles of this group. Middle managers are often millennials, who are balancing work pressures while starting families, buying homes, and taking care of aging parents. They are facing a lot of internal and external pressures, so it’s important that HR teams recognize the contributions they bring to the organization when they have countless other things going on in their personal lives.
Organizational leaders should also proactively check in with middle managers to identify areas where support is needed. For example, scheduling regular 1:1s allows middle managers and their people leaders to walk through existing responsibilities and to check in on bandwidth and overall wellbeing. From there, those managers can work with HR to provide skill-building opportunities or highlight existing benefits through the company that can help middle managers struggling with workload or work-life balance.
Employees value transparency and authenticity, and showing up for middle management goes a long way. HR teams and C-suite leaders can help reduce burnout and prevent the issue in the future when they frequently express gratitude and appreciation for their middle managers, demonstrating true empathy for their teams.