Caught in the Middle: The Middle Manager's Dilemma

Middle managers occupy one of the most challenging positions in organizational hierarchies—serving as the critical bridge between senior leadership and frontline staff while often feeling they cannot satisfy either group. Success requires embracing the role as a strategic conduit, not a people pleaser.

Picture this (I had to invoke Sophia Petrillo): The conference room falls silent as Sarah, a department manager, finishes delivering news about the upcoming budget cuts to her team. The decision came from above—a strategic move to ensure the company's long-term sustainability. Sarah communicated the rationale clearly, emphasized the organization's commitment to core programs, and outlined the support available during the transition. Yet the faces around the table tell a different story: disappointment, frustration, and something that cuts deeper—a sense that Sarah, their manager, somehow failed to protect them.

This scenario plays out in organizations every day. Middle managers likely spend most of their time on tasks not directly related to talent management, yet they're held accountable for team satisfaction and performance. It’s not surprising that 43 percent of middle managers report high levels of burnout, while 44 percent cite organizational bureaucracy as their top frustration.

The Impossible Position

Middle management has been aptly described as the "sandwich position"—squeezed between the expectations of senior leadership and the needs of direct reports. This positioning creates unique challenges that aren't experienced by other levels of management:

Senior leaders expect middle managers to execute strategic decisions, manage resources efficiently, and deliver results. They need information to flow upward and want assurance that initiatives are being implemented effectively.

Team members expect their manager to advocate for them, provide clarity and support, and shield them from organizational turbulence. They want to feel heard, valued, and protected.

When middle managers communicate decisions from above—even when they've provided input or context—staff may perceive them as unsupportive if the decision isn't what employees wanted to hear. Middle managers often find themselves caught between demanding employees and higher expectations, creating a no-win scenario where they're blamed for decisions they didn't make but must implement.

Why Staff Withdraw from Senior Leadership

One of the most challenging aspects of this dynamic is that staff rarely engage directly with senior leadership about their concerns. This isn't necessarily about circumventing their manager—it's often about organizational structure, accessibility, and comfort levels. Employees typically:

• View senior leaders as too removed from day-to-day operations
• Feel intimidated by hierarchical differences
• Lack established relationships with executive leadership
• Believe their immediate manager should be their primary advocate
• Assume it's not their place to go over their manager's head

This creates a situation where the middle manager becomes the sole recipient of staff frustration, even when they had little or no control over the decision being criticized.

Reframing the Role

The key to thriving as a middle manager lies in reframing the role entirely. Middle managers are a vital link between staff and senior leaders, positioned to serve as strategic bridges rather than people pleasers trying to make everyone happy.

Embrace Your Role as a Conduit

Your primary responsibility isn't to shield your team from all organizational realities or to get senior leadership to reverse every unpopular decision. Instead, focus on being an effective information bridge:

• Communicate context, not just content. When sharing decisions, explain the strategic rationale, the alternatives considered, and how the decision aligns with organizational goals.
  
  
• Facilitate two-way communication. Senior leaders need information from staff to inform their decision-making and strategy. Invite staff to share feedback with you regularly, uplift their perspective, and propose solutions that are within your or your team's sphere of control.
  
  
• Set appropriate expectations. Help your team understand your role and sphere of influence. Be transparent about what you can and cannot control.
  
  
• Encourage broader communication. Encourage your team members to engage with senior leaders. Help to break down the communication barriers that may exist.
  
  

Focus on What You Can Control

Rather than feeling powerless between competing demands, identify your areas of influence:

• How you communicate decisions and changes
• The support you provide during transitions
• Your team's professional development and growth
• The culture and psychological safety within your immediate team
• The quality of information you pass both up and down

Practical Strategies for Managing the Middle

1. Prepare for Difficult Conversations

Practice with your manager ahead of time if needed. Before delivering challenging news, think through likely reactions and prepare thoughtful responses. Your goal is to be a conduit by sharing information and seeking perspective, not to resolve every concern.

2. Create Structured Feedback Loops

Provide regular updates so that staff feel informed and in the loop. Establish regular touchpoints where team members can share concerns and suggestions. Clearly outline how you'll escalate relevant feedback to senior leadership.

3. Address the "Support" Misconception

When staff say they don't feel supported, explore what they mean. Support doesn't always mean agreement or protection from organizational realities. Often, support means:

• Clear, honest communication
• Professional development opportunities
• Recognition of their contributions
• Advocacy for the resources they need to succeed
• Emotional support during changes

4. Manage Your Own Expectations

Successful middle managers are individuals who genuinely aspire to be managers - the role should be a coveted destination, not just a stepping stone. Accept that you cannot make everyone happy all the time. Your success isn't measured by universal approval but by your effectiveness in bridging organizational levels and achieving results.

Building Resilience in the Middle

The middle management role requires significant emotional resilience and political acuity. Research from McKinsey found that workplace relationships account for 39 percent of employees' job satisfaction, and relationships with management, in particular, account for 86 percent of workers' satisfaction with their interpersonal ties at work.

This means your approach to relationships—both upward and downward—significantly impacts organizational effectiveness. Focus on building trust through consistency, transparency, and authentic concern for both organizational success and individual development.

Looking Ahead

Being caught in the middle doesn't have to mean being stuck. The most effective middle managers recognize their unique position as a strategic advantage. They understand that their value lies not in making everyone happy but in facilitating understanding, enabling execution, and bridging different organizational perspectives.

The goal isn't to escape the middle—it's to master it. By reframing your role from impossible people-pleaser to strategic bridge-builder, you can find both effectiveness and satisfaction in one of the organization's most crucial positions.

Remember: you're not caught in the middle—you are the middle, and that's exactly where organizations need you to be.

Further Reading

Field, E., Hancock, B., Mugayar-Baldocchi, M., & Schaninger, B. (2023). Power to the middle: Why managers hold the keys to the future of work. Harvard Business Review Press.

Huy, Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47(1), 31-69. https://doi.org/10.2307/3094890

Kanter, R. M. (2004). The middle manager as innovator. Harvard Business Review, 82(7), 150-161.

Mautz, S. (2019). Leading from the middle: A playbook for managers to influence up, down, and across the organization. HarperCollins Leadership.

McKinsey & Company. (2023). Middle management: A precious but wasted resource. McKinsey Quarterly. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/stop-wasting-your-most-precious-resource-middle-managers

Muir, S., & Davidson, J. (2018). Good people, bad jobs situations: A middle manager's dilemma. Library Leadership & Management, 32(4), 1-15.

Stoker, J. I. (2006). Leading middle management: Consequences of organisational changes for tasks and behaviours of middle managers. Journal of General Management, 32(1), 31-42. https://doi.org/10.1177/030630700603200103