Are Your Middle Managers Being Squeezed?

Image of Andrew Silver, Director of 360 Growth Partners

“The conventional definition of management is getting work done through people, but real management is developing people through work.”

– Agha Hasan Abedi

In today’s fast-paced business world, organisations face numerous challenges, one of which is striking the right balance between top-level executives and frontline employees. However, the often-neglected group that holds everything together is the middle management tier. These dedicated professionals play a critical role in bridging the gap between the strategic vision of senior leadership and the operational execution of frontline teams.

Unfortunately, in many companies, middle managers find themselves “squeezed” in an unenviable position that can lead to negative consequences for both the employees and the organisation as a whole.

Understanding the Middle Management Squeeze

The middle management “squeeze” refers to the situation where middle managers bear the weight of expectations from both the top and bottom levels of the corporate hierarchy. On one side, they receive directives, targets, and strategic objectives from senior executives, while on the other side, they must ensure that these goals are effectively communicated and achieved by their teams. This challenging predicament can often lead to excessive stress, frustration, and a lack of job satisfaction for middle managers.


Key Challenges Faced by Middle Managers

  • Information Asymmetry: Middle managers may find themselves in a position where they have access to certain information from top executives but are also aware of the practical constraints faced by frontline employees. Straddling this divide can create ethical dilemmas and communication barriers.
  • Role Ambiguity: Middle managers are expected to be both leaders and team players. This dual role can sometimes be ambiguous, leading to confusion about their specific responsibilities.
  • Lack of Decision-Making Autonomy: While they are responsible for execution, middle managers often lack the authority to make critical decisions independently, which can hinder their ability to respond swiftly to operational challenges.
  • Lack of Leadership Training: By and large, managers have not been given the training to be good people managers. They’re not necessarily being promoted because of their management capabilities; they’re being promoted because they were really good at what they did. As they become more senior, as they take on more of the middle management roles, excellence in what they did becomes less important.
  • Unrealistic Expectations: Sometimes, middle managers become the scapegoats when strategic goals are not met, despite constraints beyond their control. Unrealistic targets set by senior management can lead to a sense of disempowerment.


The Impact on Middle Managers

  • Burnout and Stress: The pressure to perform and meet the demands of both superiors and subordinates can lead to burnout and a decline in mental and physical health.
  • Demotivation: Feeling trapped between competing interests can demotivate middle managers, leading to reduced engagement and productivity.
  • High Turnover: When middle managers feel undervalued or unsupported, they may seek opportunities elsewhere, leading to a high turnover rate, which can disrupt the organisation’s stability.
  • Communication Breakdown: In an effort to satisfy everyone, middle managers might struggle to convey the vision clearly or address concerns effectively, leading to communication breakdown within the company.


Find out if your managers might be feeling the squeeze:

Are your middle managers being squeezed? Take the quiz


Finding Solutions and Striking Balance

Top-performing middle managers create strong relationships that enhance team performance and drive effective operations. They help turn an organisation’s vision and strategic goals into reality, and they are on the front lines of the competition for talent. Middle managers are an integral part of organisational health. So, what can be done to prevent them feeling “squeezed”?

  1. Grant middle managers the necessary authority to make decisions within their areas of responsibility. This autonomy enables them to respond effectively to challenges and encourages accountability.
  2. Promote open and honest communication between top-level executives, middle managers, and frontline employees. Reducing information asymmetry fosters trust and ensures everyone is aligned with the company’s vision.
  3. Clearly define the roles and responsibilities of middle managers, making sure they understand how their work contributes to the broader organisational goals.
  4. Recognise the vital role middle managers play in the company’s success and provide them with adequate support, resources, and professional development opportunities.
  5. Evaluate middle managers based on realistic and achievable goals rather than setting them up for failure with unattainable targets.


Middle managers are the backbone of any organisation, acting as the glue that holds the various levels together. However, their position often leaves them feeling “squeezed” between the demands of senior leadership and frontline teams. By recognising the challenges they face, providing the necessary support and empowering them through training, businesses can unlock the full potential of their middle managers that will benefit the whole company. Striking the right balance is essential for sustained success and growth in today’s competitive business landscape.

If you would like to know more about 360 Growth Partners or how we could help you to support and empower your middle management team, then please get in touch and let’s start the conversation.