Middle Management – Today’s Rising Stars, Insights from Stef de Haas, Managing Partner, IMSA Search Global Partners Netherlands and EPC Search
Mid-level management is no longer viewed as a “career ender.” In fact, skilled middle managers are increasingly in demand. The tech-driven economy has made the typical tasks of middle management increasingly complex, while the number of middle management positions has increased, particularly in innovation-focused industries, especially the tech sector.
The Evolving Role of the Mid-Level Manager
With the constant emergence of new technologies and an ever-shifting global economic and political landscape, today’s middle managers must be innovators and collaborators, inspiring their teams and driving performance under pressure. Excellent social and teamwork skills are a must-have, along with the ability to pivot to address evolving business demands.
To fuel innovation, companies have created flatter organizational structures, placing greater emphasis on cross-team and -department collaboration. Stef de Haas, Managing Partner, IMSA Search Global Partners Netherlands and EPC Search asserts: “Managers must break down silos to connect skills-based groups, such as engineering with production or sales with market analysis, whatever is required and at consequential points along each project’s trajectory. While supervision and oversight are still key responsibilities, social skills – fostering collaboration, inspiring innovation, and cultivating a culture of teamwork – are highly valued. And, the most effective middle managers develop strategies to nurture and motivate their top talent so they are excited to remain a part of the team.”
Traits of an Effective Manager Today
In their book Power to the Middle: Why Managers Hold the Keys to the Future of Work, McKinsey partners Bryan Hancock and Emily Field define middle management as a pivotal organizational role, especially in addressing many post-Covid workforce issues such as higher levels of stress, increasing rates of burnout, and attrition. Middle managers serve as coaches and cheerleaders, instilling confidence and a sense of mutual support within their teams and keeping an eye on employee health and wellbeing.
According to Hancock and Field, an effective manager must do 4 things well:
- Connect the team’s tasks with the company’s overarching goals; instill a sense of purpose and ownership in the company’s success
- Empower team members by giving context and guidance while not micromanaging; inspire self-motivation and the desire to achieve
- Build a culture of collaboration within and across teams and departments
- Support team members’ well-being by championing work-life balance and offering physical and mental health resources when needed
Middle Managers as Ethical Leaders
Within companies, as ethical leaders, middle managers set the cultural and behavioral standards within their teams and throughout the organization. The best middle managers prioritize people over process. They encourage team members to bring their best versions of themselves to work and to strive for collective success. They communicate with a positive attitude, offering constructive critique, not destructive criticism. They value both the individual and the team. They create a “safe” environment for innovation, collaboration, and group accountability.
Gen AI Reshaping the Middle Manager Role
Many companies are deploying generative AI to reduce time spent on administrative tasks, so middle managers can focus on more important responsibilities – critical thinking and problem solving, as well as coaching and other relationship-building work. Gen AI is also helping managers and their teams reduce stress. Examples include AI Bot systems that suggest how to combine meetings to save time as well as those which provide regular reminders to take a break for a midday mindfulness “reset.” Furthermore the Middle Manager has a crucial role in guiding hybrid (home office vs office presence) work, enabling its effectiveness, and reinforcing its acceptability with higher management.
Stef de Haas, Managing Partner, IMSA Search Global Partners Netherlands and EPC Search concludes, “Predicting how management will look in the future is anybody’s guess. However, one thing is for certain given the world’s fast pace of change. Today’s young workers who are tomorrow’s managers must acquire the ability to learn and adapt to evolving situations, embrace teamwork, and develop keen social and leadership skills.”
About IMSA Search Global Partners
With 30 offices in 18 countries on 5 continents, our 200 Executive Search experts span the globe to identify the right candidates to successfully lead teams and organizations locally, regionally, and globally. https://www.imsa-globalsearch.com/
