Forget the tired clichés about generational divides; today’s most urgent workplace challenge is about career stage, not birth year. Mid-career managers are the backbone of every successful organisation, but the data shows they’re under more strain than ever.
According to recent surveys, middle management is now the group most at risk of burnout and turnover, more than the teams they lead. The good news is that manager wellbeing can be increased by 32% through ongoing manager development – by not only providing learning and development, but also personalised support from someone who actively encourages their development.
Caught in the crossfire: The impossible balancing act
We ask a lot from middle managers, don’t we? They’re expected to be strategic visionaries, operational executors, talent magnets, and culture champions, all at once. Yet, as organisations continue to flatten hierarchies and cut costs, these managers are left with even more responsibility and less support. In the UK, the Chartered Management Institute reported that 82% of managers work beyond their contracted hours and, according to a study by the Future Forum, 43% experience symptoms of burnout. So, what’s the result? A “manager crash” is looming, with around half of middle managers considering quitting due to stress, potentially destabilising your business for years to come. The middle isn’t just a link – it’s the engine that drives results, and without it, the entire organisation grinds to a halt.
The high cost of neglect: Turnover and stalled performance
What happens when middle managers leave or just disengage? Unsurprisingly, everything unravels. Organisations that fail to support their managers face plummeting productivity, morale, and retention. Conversely, when managers are trusted and supported, they become the single biggest reason other employees stay engaged and committed. With each middle-manager departure, institutional knowledge and team stability vanish. The internal leadership pipeline doesn’t just spring a leak but dries up, forcing your hand to pay higher rates for external hires that evidence shows bring more risk.
A call to action: Rethink support for the middle
The message is clear: we must invest in our middle managers. Personalised development, real-time feedback, and clear career pathways aren’t just nice-to-haves, they’re mission-critical. So, what type of support does this population most benefit from?
It’s safe to say that mid-career can be a difficult time for many. This stage is often marked by significant challenges, including the struggle to balance operational demands with strategic ambitions, coming at a time when life often throws its own curveballs too. We’ve seen this sometimes create a surprising reluctance for this population to aspire to senior leadership roles.
Academic studies highlight that, particularly for women in management, mid-career can be a time of self-discovery and a shift in priorities – away from upward progression and towards authenticity, balance, and personal fulfilment. Mid-career professionals may question their career choices, feel stuck, or seek new challenges that align more closely with their evolving personal and professional identities.
The need for tailored development and feedback
Many mid-career managers do not feel their organisations provide adequate career support and lack relevant development opportunities tailored to their stage. This gap can leave managers feeling undervalued and uncertain about their future within your organisation.
Personalised development focusing on personal feedback through psychometrics, in-depth career conversations with qualified professionals, and targeted development that aligns their aspirations with business needs, is essential. By helping managers understand their strengths and blind spots, this fosters adaptability and resilience, both critical for future leadership.
Identifying future leaders
Not every mid-career manager wants or needs to become a senior leader. However, for those with leadership potential, organisations must look beyond traditional metrics like technical skills or performance indicators. Adaptability, emotional intelligence, and the ability to learn and inspire teams are key predictors of leadership success, all captured in our Future of Leadership framework, assessment and development programmes.
Key recommendations
Mid-career managers are at a crossroads: balancing the demands of operations and strategy, grappling with evolving personal aspirations, and often feeling unsupported.
Key recommendations for HR and L&D professionals include:
- providing personalised feedback and development planning, tailored to individuals to ensure they feel valued and personally invested in;
- creating clear career paths and role models to allow colleagues from all walks of life to see progression and understand what is needed and have others to aspire to;
- supporting employees with coaching and mentoring to help them navigate the challenges of middle management.
By providing tailored development, constructive feedback, and focused coaching, we can help these managers navigate the challenges and identify those with the potential to lead the organisation into the future. Investing in the middle today is, ultimately, building the leaders of tomorrow.