Middle managers often face the burden of misconceptions that hinder their growth and impact within organisations. These misconceptions perpetuate a belief that advancement can only be achieved through promotion out of their current roles, leading to a lack of recognition and appreciation for their unique skill set and quickly hitting the glass ceiling.

We all need to appreciate that job importance is not determined by organisational hierarchy: The number of people reporting to a middle manager does not define the significance of their role. Their ability to connect and integrate people and tasks is what truly drives organisational effectiveness and, in my mind, undervalued.

Therefore, advancement for middle managers should include more than promotion. Contrary to popular belief, career advancement does not only have to depend on moving up the corporate ladder. Middle managers can make significant contributions and drive positive change in their current positions if we, as senior management, are aware and work proactively with this organisational challenge.

In my view, there are some unique challenges for the middle managers that can hinder their performance effectively:

First, senior leaders often feel compelled to promote top-performing middle managers into positions where they can no longer fulfill their passion for coaching and connecting with people. This shift can lead to a loss of engagement and impact for these individuals.

Secondly middle managers who excel in their individual roles are often promoted without considering their suitability for people leadership positions. This can result in managers feeling overwhelmed by administrative tasks and needing more skills and support to lead effectively.

And lastly, middle managers who remain in their roles may find themselves burdened by administrative tasks and restricted by leaders who do not empower them to make meaningful changes. This lack of autonomy can hinder their ability to drive innovation and growth within their teams.