Managers: Caught in a Messy Mix

On New Year's Day, I read the WSJ and came across this article. It got my attention. It's about how hard it is to be a manager in a large corporation right now.

It caught my eye because we work with a lot of these leaders. If you're one of them and you're reading this, you know:

• You've got more responsibility than you bargained for...
• Your bosses are also overloaded and not very available to mentor and train you...
• You are trying to both do a good job AND move yourself up... eventually.

After I read it, I reached out to my colleague Dain Johnson because he specializes in this stuff. I thought his perspective might be of interest to you, so I interviewed him below.

The Wall Street Journal article is very well written by Vanessa Fuhrmans and is called,

"Where Have All the Managers Gone? Companies’ quest to purge bosses is seizing up job and promotion opportunities. Workers have had to adjust."

I called Dain to get his POV. We sat down to talk trends - about management, about the challenges engineers face when transitioning into leadership, and about practical advice for navigating complexity and change.

Here's our conversation:

Cindy [Q1]: The WSJ article suggests management roles are shrinking as companies flatten hierarchies. Do you see this trend in your work with engineers? What are you seeing in this area with your clients?

Dain: It's interesting. For the large corporations mentioned in the article, the rebalancing of the org chart is a good thing and is likely a correction after rapid growth rather than a new management paradigm.

Flat hierarchies as an organizational strategy never really took off and is not a trend that I see extending too far. The organizations I work with—growth stage, technical focus—are actually adding management layers. More broadly, I'm seeing businesses of all sizes recognize the value of good managers, and they are making the difficult decision to remove ineffective managers.

Cindy: That's a great high level view of the landscape, and it's great that there's a trend toward recognizing the value in the talent.

Dain, when there are fewer management opportunities, engineers often compete with peers for leadership roles.

In your opinion, what are the top two skills middle managers need to stand out?

Absolutely: I'd say strategic planning and decision-making.

For engineers applying for management roles, the focus should be on demonstrating value rather than just skills. A promotion is an investment by the business, not a reward for the candidate. The candidate must make it abundantly clear why putting them in a leadership role is good for the business - and that they will be a collaborative partner with their own manager.

Cindy [Q2]: I love that - the promotion is an investment in the business. So you have to make it count. Middle managers are now responsible for larger teams with bigger scopes.

What do engineers find stressful about this reality?

A manager's performance is measured by their direct reports' performance and behaviors—two things they can influence but cannot control. This lack of control is a major stressor for managers.

In coaching sessions, we look for the things that the clients are trying too hard to hold on to, and then we find ways to make letting go easy. That always involves collaborative discussions with their manager.

Cindy [Q3]: Those can be tough conversations to have. Clear communication becomes more critical. What’s one common communication mistake engineers make, and how do you help them fix it?

Engineering managers often make the mistake of assuming that because they said something, it was heard and understood. New managers are often surprised by how much time must be spent establishing, communicating, and enforcing expectations.

I tell my clients that when they are confronted with imperfect communication, they should patiently increase the frequency.

Cindy [Q4]: I love that - they need to "patiently increase the frequency." Nailed it, Dain.

Ok one final thought from you - How do you help engineers shift from managing tasks to leading people?

The first rhythm I require my clients to adopt is regular one-on-one meetings with their direct reports and their own supervisor. A manager connects people to the organization, and that is done through relationships, not policies.

A manager needs to know their people and connect everyone's efforts to the broader mission of the group. These one-on-one meetings are where they get to develop and empower people—their new core responsibility.

Dain this has been great, thank you for adding your professional perspective!

If you like what Dain shared, feel free to contact him for a meet and greet conversation here at LinkedIn. More about Dain can be found below.

Dain Johnson is an engineer-turned-organizational psychologist. He helps engineers who are now managers to adapt. Dain helps high-potential leaders develop the complex skills needed for impactful leadership. As an organizational psychologist, Dain uniquely understands human behavior at work—why people do what they do and how it drives business performance.

Drawing on his engineering experience, from Fortune 500 companies to startups, Dain combines an engineer’s precision with a deep understanding of workplace dynamics. At his business, Rev 0, he equips leaders with the tools to build trust, spark innovation, and unlock the full potential of themselves and their teams.