Middle management needs proper investment. Here’s why.
Middle management isn’t just a step on the corporate ladder - it’s the training ground for tomorrow’s senior leaders. This layer is where critical leadership capabilities are formed: influencing without full authority, navigating competing priorities, leading through ambiguity and change, and building team culture. Yet despite its importance, middle management remains one of the most under-supported and overwhelmed rules in many organisations.
Failing to invest in this layer has long-term consequences. When middle managers are left without the tools, coaching or tailored development they need, we risk creating a leadership pipeline filled with burnout, disengagement and poor decision making. Organisations then struggle with succession planning, culture erosion, and a lack of continuity and strategy at the top. In short - neglecting middle management today undermines your senior leadership strength tomorrow.
From colleague to boss: the impossible shift
One of the toughest parts of middle management is the transition from colleague to leader. You’re no longer just part of the team - you’re responsible for setting expectations, managing performance, advocating leadership positions you don’t always support, and sometimes delivering tough feedback. This shift can strain relationships and often triggers imposter syndrome, especially when managers haven’t been given the tools or support to navigate these challenges and lead effectively. Social psychology’s Role Theory shows us how conflicting role identities (friend vs. boss) can create emotional strain, role confusion, and an unwillingness to set boundaries or effectively manage performance as the need to ‘belong’ takes precedence.
Forget everything you know
Technical excellence and reliability may have landed someone a promotion but those traits don’t automatically translate to leadership success. Middle managers are suddenly expected to let go of their area of expertise, to instead coach, influence, delegate and strategise often without formal training. The result is stress, reactive leadership, and disengaged teams - meaning there are now cultural impacts and fallout from the employee right up to senior leadership.
What goes up must come down
Middle managers must manage up - translating executive direction, while also managing down - protecting and supporting their team. This dual accountability creates a constant tension. Navigating these divided loyalties can deplete psychological and emotional energy and contribute to job dissatisfaction when alignment is poor or expectations are unclear.
Practical support is needed for leadership growth
One effective way to support middle managers is through targeted, individualised development - and coaching is a strong example of this. Unlike one-size-fits-all training, coaching allows managers to explore their specific challenges in a confidential space, reflect on their leadership style and build self-awareness.
Coaching increases confidence, emotional intelligence, and decision making capability - all critical to navigating the unique pressures of middle management. It also offers a space to unpack complex dynamics like managing former peers or balancing competing demands from above and below.
Of course - coaching isn’t the only answer. It works best when integrated with broader organisational support: clear expectations, quality leadership training, mentoring and access to peer networks. But as part of a well-rounded approach, coaching offers something valuable that busy managers often lack - time to think, reset, and grow intentionally as leaders.
We need to reinforce the middle. Coaching is not a luxury - it’s a strategic lever to build the leadership pipeline, protect wellbeing and future-proof your organisation.
Contact me for a chat about the unique needs of your middle managers, to see how coaching can help.
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Davina Jones is the Director of, and Leadership Coach at, Life and Career Coaching.
