At Nkuzi Change we talk a lot about the importance of Middle Leaders because it’s clear to us why they are so important. But many people don’t share our point of view. Often characterised as the ‘frozen layer’, the unambitious, value free group who stymie change - Middle Leaders are often the blame target for many challenges that exist in large organisations.
Middle leaders are CRUCIAL, they are the beating heart, soul and brain of most corporations, they are what makes everything work.
Yet, they rarely receive this recognition and even more rarely get the kind of support they need to for them to step into their full potential and create the kind of positive change culture they so often crave. When Middle Leaders aren’t aligned with the vision set by the ‘C suite’, they can actively prevent change. However, they can also be the transmission for change, and when “engaged in the right way, can deliver outstanding results”. Harvard Business Review
So… who exactly is a Middle Leader?
More often called a Middle Manager, those who hold this title are a boss and have a boss so carry the responsibility of influencing up, down and, across the organisation. Usually, a first- or second-line manager, they act as the reporting line for the vast majority of employees within a large organisation and are often the most intimately connected employees across different areas of the business, often unlike those at the top.
Often line manager AND domain or functional expert, they are the most experienced in the inner workings of the company. Their scope of influence and organisational experience is what makes the company wheels keep turning.
Whilst the title might be Manager, when they feel supported, they have the natural opportunity to lead in all directions, inspire change and add the most value to their organisation. Being a middle leader provides so much opportunity and responsibility because
So, if you are a middle leader, you’re in a great bargaining position!
And if you lead those in the Middle, you can unlock all of this potential ...
Don’t underestimate middle leaders
So many consider those in the middle to be the ones who add the least value, stifle change and in turn, prevent progress.
But the research doesn’t back this up!
The reality is, although Middle Leaders are often in the shadows, they are often the ones driving real performance. Two thirds of respondents from 100’s of countries said that middle managers were more vital to success than the C suite Boston Consulting Group
Middle Leaders account for more than 20% of variation in revenue in an organisation. More than 3 times that of those in 'innovation' roles Wharton Research
We’ve spent thousands of hours working with Middle Leaders in large organisations and they’ve voiced their commitment loud and clear. They are clearly dedicated to supporting and developing themselves and their people to do their best work for the business, often in very challenging circumstances.
However, they often feel under supported in the challenge: Juggling the needs of their team to support performance today, alongside the demands to implement change they’ve had very little say in defining.
We’ve all heard the saying ‘we join a company and quit a boss’ and we’ve seen how this negative stereotype undermines the very real relationships that middle leaders have with their team members. This has an impact on the organisation as a whole because middle leaders can have a bigger impact on culture, beliefs and behaviours than employees in any other role, yes - including the CEO. Middle Leaders are the beating heart of the business and if they are suffering then the business feels it at every level.
The messy middle!
There’s no way to avoid it - the middle is messy.
It’s full of contradictions and opposing agendas, and those in the middle need support to resist getting stuck and instead feel inspired to step up and lead.
The lack of support Middle Leaders feel is clear. Research by Microsoft found 74% of managers say they don’t feel they have the influence or resources to make change happen for employees, and 54% say leadership is out of touch with employees.
This is crucial - Middle Leaders make the difference between a business that is stuck, unable to make lasting change and a dynamic, optimistic engaged workforce ready for positive challenge.
Gallup proved this with one of its most profound findings ever:
70% of the variance in team engagement is determined solely by the manager.
In fact, Middle Leaders can be so effective that in a Stanford study it was shown that replacing a bad middle manager with a good Middle Leader boosted productivity more than adding an additional member to the team. But even more productive than that, is retaining your talent and placing the encouragement and support needed for your middle leaders to realise their own potential.
So how do we help our middle leaders?
Finding the right resources and tools to inspire, challenge and support them has been notoriously hard because this group can be so diverse. From Graduates with 2 years' experience to someone approaching retirement, Middle Leaders come from so many backgrounds and have very different levels of maturity and expertise. So a ‘one size fits all’ solution for supporting this critical group is a waste of time, energy and reputation.
Middle Leaders need and deserve more and that’s what we are expert in!
At Nkuzi Change we unlock the potential of Middle Leaders to achieve real, positive, lasting behavioural and cultural change - so organisations and individuals can thrive.
If you’re interested in knowing more, I’d love to hear from you!
