By: Patty Prosser
There have been several articles written lately about how many Gen-Z professionals don’t want to be promoted to management. But, if we follow this advice, we are really putting our companies at risk. Middle Managers are the heart of most companies and if we don’t keep building that pipeline, we may be in serious trouble in a very short time! So, the question we need to be asking ourselves is, what might we do to help these young professionals find the middle management space more attractive?
Many experts say that middle managers are often the most stressed members of the corporate hierarchy. In a 2023 survey, about one-quarter of midlevel leaders said they “feel overwhelmed by their responsibilities”; a similar percentage said they don’t feel mentally engaged at work, and others say they’re no longer doing work that feels meaningful. So, as Gen Z professionals are seeing these responsibilities, many aren’t seeing the rewards of moving up. Here may be a few reasons why:
- Some Gen-Z professionals may feel they don’t have the skill set that management requires.
- It’s not unusual for individual contributors of any generation to question their readiness for change, but experts say Gen-Z employees might feel especially concerned.
- Having spent much of their time working remotely, without face-to-face interaction with coworkers, they may not have developed the interpersonal skills they need to become capable managers.
- There may be a belief that because there is so much stress at the middle manager level, companies don’t value these managers (i.e., don’t invest in their professional growth and development)
Regardless, experts say that any resistance to entering management on the part of Gen-Z workers will lead to bigger leadership problems over the long term. But it doesn’t have to be this way. By companies intentionally demonstrating that these managers are valued, they can turn this trend around!
Luckily, there are some effective ways companies can invest in middle managers to maximize their impact:
Make Leadership Development Intentional
- Train on Core Management Skills: Equip middle managers with skills like conflict resolution, delegation, and effective communication.
- Strategic Thinking Workshops: Help them align their work with the company’s broader strategy, fostering ownership over their roles.
- Emotional Intelligence (EI) Training: Develop skills in empathy, self-awareness, and interpersonal communication, critical for managing teams effectively.
Provide Cross-Functional Exposure
- Encourage middle managers to work on cross-departmental projects, providing them with insight into other functions. This helps them understand the bigger picture and fosters innovation and collaboration.
- Consider rotational programs or job shadowing to give managers firsthand experience with the challenges and priorities across different areas.
Empower Decision-Making
- Delegate meaningful decision-making authority, allowing middle managers to take ownership of team results. This not only speeds up operational decisions but also builds accountability and a sense of accomplishment.
- Set clear boundaries for decision-making to minimize risk but encourage creativity and initiative within those boundaries.
Promote Mentorship and Coaching Opportunities
- Pair them with Senior Leaders: Facilitate mentorship programs where middle managers can receive guidance from senior executives, allowing them to grow their networks and knowledge.
- Encourage Peer Mentorship: Create forums for middle managers to share best practices and lessons learned, building a support system and fostering collaboration.
Incorporate Technology and Data Analytics Training
- Equip middle managers with tools and training for data-driven decision-making, helping them leverage metrics and analytics to enhance team performance.
- Provide access to management software to streamline team management tasks and track progress.
Offer Career Growth and Advancement Paths
- Outline clear, achievable career progression pathways, which helps middle managers see their future within the company and motivates them to perform at their best.
- Invest in career planning resources and individual development plans (IDPs) to ensure middle managers’ goals align with organizational needs.
Recognize and Reward Performance
- Recognize middle managers’ contributions publicly, not just based on metrics but also for demonstrating leadership qualities like teamwork and innovation.
- Consider performance-based incentives and awards specifically for middle managers, acknowledging the unique challenges and impact of their role.
Encourage Work-Life Balance and Well-being
- Provide flexible schedules, remote work options, and wellness programs to ensure middle managers avoid burnout.
- Encourage time for them to unplug from work, as healthy, balanced managers are better able to lead and inspire their teams.
Foster a Culture of Feedback and Continuous Improvement
- Train middle managers to give and receive constructive feedback effectively, which promotes a culture of openness and continuous learning.
- Regularly gather feedback from middle managers to understand their challenges and offer support where needed.
Investing in middle managers is a multiplier for overall organizational effectiveness – enhancing alignment with strategic goals, improving team dynamics, and enabling sustainable growth. It can also greatly enhance a company’s overall productivity, employee engagement, and long-term performance. Middle managers perform a valuable role as the bridge between strategic leadership and frontline employees, translating high-level goals into actionable tasks.
I don’t know whether these suggestions will stem the tide and attract more Gen Z professionals to pursue more opportunities in middle management, but I do know that companies need to make management more attractive – and fast!
By providing a supportive culture that emphasizes mentorship, work-life balance, and recognition of the unique contributions of managers, organizations can foster an environment that gives younger workers opportunities to hone their skills and gives them a reason to aspire to do more!
Patty Prosser is Co-Founder and Coaching Practice Leader at The Center for Leadership Excellence. For more information, please visit our website at www.cleindy.com or contact Patty at 317-727-6464 or at pprosser@cciindy.com.