Strong governance depends on strong middle management

Middle management is a vital component of organizational success, bridging the gap between high-level strategy and daily operations. Positioned between senior leaders and frontline employees, middle managers play essential roles in governance, strategy, risk management and talent development. They are uniquely placed to drive alignment, yet the demands of balancing upward accountability with team advocacy can make their role challenging and, at times, underappreciated.

Middle managers often navigate competing priorities, resource limitation and the need to maintain team morale—responsibilities that require resilience, adaptability and a commitment to long-term personal and professional growth.

• Middle managers are essential for converting strategy into practical actions.
• They have seven core roles, including governance, risk management and communications.
• They need skills in prioritization, influence and adaptability to balance high expectations with limited authority.
• Challenges in middle management include navigating change, managing resources and driving employee engagement.
• Building resilience, fostering support networks and pursuing continual learning help middle.

“Middle managers are the muscle and bone of every sizable organization, no matter how loose or ‘flattened’ the hierarchy, but they are largely ignored despite their immense importance to our society and economy.”?— Andrew Grove, Former CEO, Intel, and Author.

Middle management’s roles and challenges

Middle management sits between senior leadership and frontline staff, translating strategic goals into practical plans while managing daily operations. With responsibilities spanning governance, strategy execution, risk management and talent development, middle managers help maintain a shared focus across the organization. These leaders require a specific skillset to perform their essential role effectively.

“99% of all leadership happens from the middle of the organization.” — John C. Maxwell , Leadership Expert and Author

Core role of middle management

Middle management holds seven essential roles:

1. Support board governance: They uphold governance by integrating board objectives and decisions into daily operations, fostering accountability.
2. Enable strategy setting, planning and execution: They bridge the gap between strategic vision and frontline execution, translating high-level goals into practical, actionable plans that drive results.
3. Oversee operational performance: They manage everyday operations efficiently, using resources wisely to meet immediate goals and long-term objectives.
4. Instill strong risk management: They embed risk practices, monitor compliance and promote a risk-aware culture, so the organization is resilient to evolving risks.
5. Cultivate culture and behaviors: Acting as culture ambassadors, they instill ethical standards, reinforce organizational values and create an inclusive environment that supports the organization’s mission.
6. Drive talent management: They build a skilled, motivated workforce by aligning talent development with organizational goals, supporting continuity and fostering growth.
7. Oversee communications: They support clear and consistent messaging, facilitating alignment across all levels and promoting transparency.

Each of these roles is discussed in more depth below.

Middle management faces some distinct challenges

Middle management translate strategy into action, balancing the dual demands of executive vision and frontline operations. The position comes with distinct challenges, however, often requiring managers to manage upward and downward pressures without full decision-making authority.

Seven core roles of middle management

1. Support board governance

Middle managers are essential to the successful implementation of governance practices, acting as intermediaries between the board, senior leadership and operational teams. They strengthen alignment, accountability and integrity within the organization by embedding governance standards into daily operations.

“Middle managers juggle the complex task of managing both upwards and downwards. They interpret executive visions for their teams while also conveying their challenges and insights back to the top.”?— Bill Schaninger, Ph.D. , Senior Partner, Modern Executive Solutions, and Co-Author, Power to the Middle.

Support the board and senior management

Middle managers translate board directives and senior management strategies into actionable plans across teams:

• Implement board objectives in operations: They embed board goals and policies into daily processes, bridging high-level governance with practical execution.
• Communicate leadership priorities: They relay key messages from senior management, fostering understanding and cohesion throughout the organization.
• Act as governance liaisons: They partner with senior management in supporting the board and committee operations. They typically participate in or chair key management-level committees.

Align with governance standards

Middle managers uphold policies and standards, leading by example to promote ethical conduct and compliance:

• Enforce adherence to standards: They monitor compliance with legal and regulatory requirements and corporate policies, setting the tone for accountability within their teams.
• Model ethical behavior: They promote a culture of trust by demonstrating integrity in their decisions, encouraging employees to follow their lead.
• Integrate governance into team practices: They incorporate policies into routine tasks, reinforcing standards across the organization.

Facilitate transparent decision-making

Middle managers support transparency within decision-making, fostering an open and accountable environment that builds stakeholder confidence:

• Promote clear communication of decisions: They provide context and rationale for decisions to their teams, creating a shared understanding and reducing misunderstandings.
• Encourage transparency across teams: They create open forums for discussion, allowing team members to participate in and understand the decision-making process.

Through their interactions and decisions, middle managers also consistently reinforce the organization’s core values (see, below, for more on culture).

2. Enable strategy setting, planning and execution

Middle management serves as the bridge between senior executives' strategic vision and frontline operations. They help bring organizational goals to life.

Strategy development

Middle managers translate senior leadership’s vision into actionable frameworks, so strategies are executed and responsive to market conditions.

Clarify strategic objectives

Middle management clarifies strategic objectives for their teams, creating alignment with corporate goals and competitive positioning:

• Align goals with team efforts: They help their teams contribute directly to the organization’s mission by translating long-term goals and objective and key results (OKRs) into actionable tasks.
• Establish competitive advantage: They encourage their teams to focus on areas where the organization excels, such as innovation, efficiency or market leadership.

Align strategy with market dynamics

Middle managers have a distinct vantage point on operational realities and evolving external conditions, making them essential to aligning strategy with market trends:

• Gather market insights: They provide valuable input to senior management from their teams’ direct customer and market interactions, helping fine-tune strategies based on real-time trends and evolving customer preferences.
• Identify risks and opportunities: They act as an early warning system, identifying external risks and opportunities that may impact strategic success and communicating these insights upward.

Support digital transformation

Middle management can foster technological adoption and innovation by integrating digital transformation into its strategic plans:

• Promote technological adoption: They encourage and support their teams in embracing new tools and technologies that are essential to achieving strategic objectives, such as artificial intelligence or quantum computing.
• Allocate resources to innovation: They identify areas where innovation and digital advancements could enhance team performance and operational efficiency, advocating for budget and resources as needed.

Balance risk and reward

Middle management provides input on balancing risk and reward, so team activities align with the organization’s risk appetite and compliance requirements:

• Align risk management: They monitor their teams’ activities so they adhere to risk parameters and identify where operational risks could affect strategic objectives.
• Promote compliance and awareness: They support team compliance with legal and regulatory requirements, protecting the organization from unnecessary legal or financial costs or fines.

Engage stakeholders effectively

As direct points of contact for many organizational stakeholders, middle managers enable stakeholder alignment and engagement with the strategy:

• Identify stakeholder needs: They have insights into internal and external stakeholders’ needs and expectations, helping tailor strategic actions to address key concerns.
• Communicate plans: They deliver clear, consistent communication to stakeholders, building trust and keeping everyone aware of what’s most important to achieve individual, team and organizational goals.

Strategy execution

Middle managers execute the organization’s strategy, guiding teams in practical implementation, monitoring results and adapting as needed to meet objectives.

Deliver effective execution

Middle management provides oversight and guidance to keep strategic plans on track:

• Monitor progress and review execution: They keep their teams focused on strategic objectives by setting up routine check-ins and reviews, adapting as needed to respond to changing conditions.
• Establish key metrics: They help define key performance indicators (KPIs) and key risk indicators (KRIs) that measure progress toward strategic goals and OKRs, making sure these metrics remain relevant and timely.

Embed strategy into company culture

Middle management integrate strategy into the organization’s culture, fostering alignment and engagement at all levels:

• Build cultural alignment: They cultivate a culture supportive of the organization’s mission and objectives by modeling behaviors and fostering attitudes that align with strategic goals.
• Engage employees’ support:They build employee buy-in, making the strategy a shared endeavor and increasing the likelihood of successful execution.

3. Oversee operational performance

Middle managers make sure the organization’s operations are well-aligned with strategic objectives and drive team effectiveness through resource management, performance tracking and operational execution.

“When we think about creating resilient organizations, resiliency starts with having a really strong middle management team that’s able to really drive.” — Emily Field, Partner, McKinsey & Company, and Co-Author, Power to the Middle

Allocate resources effectively

Middle managers are responsible for effectively and efficiently using financial, human and technical resources to meet current needs and future goals:

• Prioritize resources based on goals: They assess team needs and allocate resources where they will have the greatest effect.
• Adapt to shifting demands: They adjust allocations as circumstances evolve to maintain balance and productivity.
• Implement course corrections: They make prompt adjustments to team workflows to overcome roadblocks and maintain alignment with overarching objectives.

Monitor performance and adjust, as necessary

By monitoring metrics, middle managers create a data-driven environment that supports continual progress:

• Track metrics regularly: They monitor actual versus planned performance against OKRs and KPIs to help teams stay focused on organizational goals.
• Provide actionable insights: They foster a culture of improvement and adaptability by analyzing trends and sharing feedback with senior management.

4. Instill strong risk governance

Middle management supports the implementation of effective risk governance by bridging strategic objectives with practical, everyday risk awareness. They embed a culture of vigilance and accountability across teams, aligning operational practices with the organization’s broader risk framework and board-approved risk appetite.

Strengthen risk leadership

Middle managers enhance the organization’s risk capabilities by building credible risk management talent and cultivating risk leadership skills throughout their teams:

• Develop and support credible risk talent: They identify skilled individuals for risk roles, helping make sure risk teams are respected and provided with the authority and resources they need to be effective partners in decision-making.
• Build a pipeline of future risk leaders: They foster risk-conscious talent through mentorship and development, providing a pipeline of leaders ready to uphold the organization’s risk culture.

Enable the three lines of defense

As key players within the three-lines-of-defense risk management framework, middle managers help clarify roles, responsibilities and collaboration channels to support risk management:

• Maintain risk accountability in the first line: They confirm their teams understand and adhere to their responsibilities within the organization-wide risk management framework, supporting accountability at all levels.
• Support second-line risk management: They coordinate with the second line to implement effective controls, monitor compliance and align risk mitigation strategies with organizational objectives and risk-appetite boundaries.
• Facilitate third-line internal audit assurance: They enable internal auditors to assess control effectiveness by providing accurate and transparent data, helping audit validate and strengthen risk management frameworks.
• Promote effective engagement across the lines: They promote collegial and respectful relations across the lines, while protecting second- and third-line independence.

Embed risk culture in team practices

Middle managers reinforce the importance of a risk-conscious culture by promoting compliance and ethical standards are upheld throughout operations:

• Promote risk awareness: They instill risk awareness into daily tasks, emphasizing the importance of compliance and prudent decision-making and the need to identify, report and address risks proactively within daily activities.
• Stay vigilant to emerging risks: They check teams are aware of traditional and evolving risks, like cybersecurity, by encouraging proactive monitoring, quick adaptation and integration of new risk-mitigation technologies into daily operations.
• Clarify desired risk behaviors: They provide guidance on acceptable risk behaviors, aligning actions with regulatory requirements and organizational standards.
• Foster ethical considerations: They integrate ethical discussions into team practices, so decision-making reflects the organization’s values.
• Train people about risk: They empower team members to understand and engage with risk actively by supporting regular training on compliance, regulatory changes and ethical considerations.
• Implement whistleblower mechanisms: They enable employees to feel secure in reporting concerns, fostering transparency and accountability.

Align risk and strategy execution

Middle managers translate strategic objectives into actionable risk plans, so goals are achieved within boundaries approved by the board:

• Set clear risk parameters: They help clarify risk boundaries within their teams, aligning the organization’s strategic objectives and risk appetite.
• Monitor strategic changes: They make sure strategic shifts and operational actions remain within risk tolerances by vigilantly overseeing day-to-day activities.
• Promote continual improvement: They encourage adaptability through feedback loops and regular reviews, so risk management processes evolve with new challenges.

Drive effective risk reporting and communication

Middle managers support and encourage escalation of risk issues and a healthy flow of information across the organization:

• Monitor KRIs: They track KRIs to assess teams stay within risk limits and thresholds, in the context of the risk appetite.
• Escalate matters in a timely manner: They monitor team activities for potential risk signals, escalating emerging issues to senior management early to prevent them from becoming significant challenges.
• Support transparent reporting: They make sure team reports are accurate, transparent and aligned with organizational standards, so senior leaders have clear insights to make informed decisions.

Integrate risk into performance and reward systems

Middle managers align individual and team performance with organizational risk objectives:

• Reinforce accountability in evaluations: They embed KRIs into performance reviews, highlighting the importance of responsible risk-taking and adherence to risk protocols.
• Align incentives with risk: They contribute to a culture where responsible risk management is consistently encouraged by aligning team rewards with risk-conscious behaviors.

5. Cultivate culture and behaviors

Middle managers help embed and reinforce the organization’s culture and behaviors, connecting the tone at the top set by the board and senior leadership to the daily actions of teams. Through their influence, they help cultivate a work environment that is authentic, inclusive and consistently reflects the organization’s core values.

“Culture is demonstrated by our daily actions. When someone feels comfortable coming to me to discuss a concern, when proposals take multiple outcomes into account, and when contrarian views are welcomed into a discussion, I know that our culture is strong and risks are being well managed.” — Jayne Plunkett , Chief Risk Officer, AIA Group

Maintain governance and oversight of culture

Middle managers embody and reinforce the cultural tone set by senior leadership, embedding it within their teams and holding employees accountable to these standards:

• Reinforce tone in the middle: As cultural conduits, they translate and adapt tone at the top into everyday practice across the organization.
• Champion ethical leadership: They set examples of ethical behavior, aligning daily decisions and actions with the organization’s values.
• Integrate stakeholder feedback: They incorporate insights from employees, partners and customers into teams’ actions, keeping culture adaptive and relevant.

Activate and sustain corporate culture

Middle managers make the organization’s culture tangible by embedding it into operational practices and reinforcing it through consistent actions:

• Communicate culture vision: They make the broader culture vision clear and relatable for their teams, translating it into practical expectations and behaviors.
• Identify culture ambassadors: They identify employees who exemplify desired cultural traits and support and empower these ambassadors to inspire others.

Promote employee engagement and appreciation of culture

Middle managers nurture a sense of belonging, appreciation and ethical awareness among employees, so culture is felt at all levels:

• Encourage integrity and ethics: They promote honesty, ethics and responsibility in all team interactions through positive reinforcement and support.
• Embed values into onboarding and training: They emphasize values, behaviors and expectations during the onboarding of new hires and ongoing training.
• Facilitate upward feedback: They create a safe space for feedback from employees—sometimes called bounce from the bottom—allowing frontline employees to voice insights and concerns that inform senior management decision-making.

Foster a culture of innovation

Middle managers drive a culture of innovation by encouraging teams to explore new ideas and challenge current approaches:

• Support new ideas and experimentation: They foster open-mindedness and reward creative problem-solving, giving teams the confidence to propose new ideas.
• Encourage cross-functional collaboration: They facilitate knowledge sharing across departments, promoting diverse perspectives that fuel innovation.
• Stay updated on trends: They keep teams informed on industry developments and innovation trends, helping the organization remain forward-thinking and competitive.

“Middle managers form an important bridge between senior leaders and frontline employees. It is middle managers who have the power to give employees the time and motivation to innovate.”?— Ben M. Bensaou , Professor of Technology Management and Asian Business and Comparative Management, INSEAD

Build a collaborative, inclusive environment

Middle managers foster a culture of collaboration, diversity and inclusion, so all voices are heard and valued:

• Develop strategies for inclusion: They create opportunities for all team members to contribute ideas, nurturing an inclusive environment that values diverse perspectives.
• Prioritize cultural intelligence: They promote respect and understanding across cultural differences, enhancing team cohesion.
• Engage in continual dialogue: They encourage open communication and a collaborative mindset by organizing forums for sharing experiences and ideas.

Use reward systems to support culture

Middle managers integrate cultural values into performance and recognition programs, reinforcing desired:

• Incorporate culture in goal-setting: They include cultural objectives in performance metrics, balancing business goals with values-driven behaviors.
• Establish champion reward programs: They celebrate team achievements and ethical behavior, reinforcing positive actions that uphold organizational values.

Promote continual learning and keep the culture relevant

To maintain a vibrant culture, middle managers encourage continuous learning, adapting to changes and remaining aligned with best practices:

• Promote knowledge sharing: They help their teams remain engaged and informed by facilitating discussions on industry developments and cultural change.
• Gain insights from external sources: They benchmark with other organizations to adapt relevant practices, keeping their teams adaptable and aligned with industry standards.

6. Drive talent management

Middle management helps align the organization’s talent strategy with broader business objectives. This includes adapting to talent market shifts, maintaining a structured job architecture and enhancing team skills and capabilities. Their efforts enable team success, foster engagement, support retention and strengthen organizational resilience.

Align talent strategy with organizational goals

Middle management support business goals aligning talent needs with strategic objectives:

• Translate strategy into team capabilities: They assess team skills against organizational objectives, aligning hiring, training and development plans so the right capabilities are in place for current and future strategic initiatives.
• Adapt to the talent market: They help adapt to changes in the talent market, such as shifts in required skills or the competitive hiring landscape, so recruitment and development approaches remain effective and competitive.
• Establish job architecture: They support implementation of a robust job architecture that defines clear roles and supports career growth and succession planning.

Support recruitment and onboarding

Middle managers build strong, capable teams through effective recruitment and onboarding practices:

• Engage in hiring: They identify team needs and participate in recruitment efforts to bring in talent with the right skills and cultural fit.
• Oversee structured onboarding: They oversee a structured onboarding process that sets new hires up for success by clarifying expectations, integrating them smoothly into their teams and providing the necessary tools and resources.

Develop and grow team capabilities

Middle managers foster continuous learning and development to keep teams adaptable and engaged:

• Support skills development: They support ongoing skills development, through tailored training and mentoring that advance individual and team competencies.
• Promote cross-training: They encourage cross-functional learning and collaboration so team members broaden their skill sets and adapt to a changing business landscape, building resilience and adaptability across functions.
• Enable career pathing: They create a supportive environment that empowers individuals to pursue professional development.

“A manager in the middle of hierarchical layers builds relationships with those at the top (from a position of followership and lower power) and with the people at the bottom (from a position of leadership and higher power).” ?— Zahira Jaser , Associate Professor, University of Sussex Business School

Enhance employee engagement and retention

Middle managers maintain a positive, engaging team environment to foster long-term employee loyalty and satisfaction:

• Maintain a supportive team environment: They promote open communication and team cohesion and foster a collaborative and inclusive atmosphere.
• Refine retention strategies: They seek to understand each team member’s motivations and career aspirations to provide support, such as flexible work options or growth opportunities.

Promote an inclusive and positive culture

Middle managers influence workplace culture through their actions and by reinforcing the organization’s values:

• Model inclusivity and ethics: They create a workplace where everyone feels valued and respected by demonstrating inclusive behaviors and upholding ethical standards.
• Support wellbeing: They encourage a healthy work-life balance and provide resources for mental and emotional wellbeing, especially during challenging times.
• Support conflict resolution: They maintain a positive work environment and prevent disruptions to team morale and productivity by addressing conflicts quickly and diplomatically.

Implement performance management

Middle managers embed effective performance management practices to maintain high standards and drive team success:

• Set clear expectations and goals: They translate organizational objectives into actionable goals, so each team member understands their role in achieving broader outcomes and has clear, achievable expectations.
• Provide constructive feedback: They provide ongoing feedback and structured performance reviews to recognize achievements, address improvement areas and support team members’ progress.
• Reward excellence: They recognize high performance to reinforce desired behaviors and motivate team members to excel.

Plan for succession

Middle managers develop future leaders and strengthen the organization’s talent pipeline:

• Build talent pipelines: They develop talent pipelines within their team so key roles can be filled internally, strengthening organizational resilience and reducing dependency on external hires.
• Identify future leaders: They identify high-potential individuals who demonstrate leadership qualities, supporting long-term succession planning and continuity.

7. Oversee communications

Middle managers facilitate communication, bridging strategic priorities with day-to-day operations to keep teams informed, focused and working toward shared goals. They clarify objectives, foster open feedback channels and tailor messages to meet diverse needs, making communication accessible and relevant at every level.

“Transparency doesn't mean sharing every detail. Transparency means providing the context for the decisions we make.”?— Simon Sinek , Founder, The Optimism Company, and Author, Start with Why.

Support clear and aligned communications

Middle managers play a central role in internal and external communications:

• Translate strategic objectives: They break down high-level strategies and goals into understandable, actionable messages for their teams.
• Clarify major initiatives and changes: They communicate major changes and initiatives clearly, minimizing ambiguity between senior management’s communications and employee understanding.
• Adapt communication to varying audiences: They tailor messages to different internal and external stakeholder needs so information is relevant and actionable.
• Act as senior representatives in external matters: They participate in external communications, formally on matters within their domain or informally at industry or other events.
• Provide timely updates: They support ongoing communications up and down the organization to keep the board, senior management and their teams informed about changes, progress and areas for improvement.
• Encourage questions and feedback: They invite input from various stakeholders, creating a two-way communication flow that surfaces challenges and concerns early.

Oversee crisis communications

Middle managers are essential in crisis communications, acting as a bridge between strategic crisis frameworks and frontline operations. Their role focuses on:

• Strengthen preparedness: They engage the organization on developing robust crisis management and continuity plans and testing these protocols.
• Support transparency and stability during crisis: They manage real-time information flows and support team morale.

Ten ways middle managers can enhance their performance and career

Middle managers are well positioned to connect organizational goals with operational realities, making their roles key to sustained success. By adopting focused practices, they can improve team and organizational performance and advance their careers.

“Leadership and learning are indispensable to each other.”? — John F. Kennedy, Former President, United States of America

1. Strengthen communication skills: They should actively work on delivering clear, concise messages by practicing techniques for structuring information logically and tailoring their approach to each audience. This can include summarizing complex information in plain language, linking details to broader goals and asking for feedback to gauge understanding. The professional goal is to communicate in a way that informs, persuades and inspires teams and stakeholders.
2. Master office politics: They should navigate organizational dynamics by recognizing key influencers and understanding informal power structures. Building constructive relationships across teams and with senior leaders helps middle managers balance advocacy for their teams with alignment to broader organizational goals. Holding regular check-ins with cross-functional peers fosters collaboration, while observing decision-making patterns helps them anticipate needs and contribute positively.
3. Embrace change: They should approach change as a growth opportunity by creating a change-oriented mindset within their teams. To lead by example, they can regularly share insights on new developments, explore small-scale pilot changes to test adaptability and encourage team input on integrating changes into existing workflows.
4. Strengthen prioritization and delegation skills: They should refine their prioritization skills by establishing specific criteria based on organizational goals and by using tools like priority matrices. They should assess team members’ strengths and growth areas to allow for targeted task assignment. Following up on delegated tasks with constructive feedback reinforces the importance of delegation and accountability, helping the team develop over time and freeing managers to focus on strategic initiatives.
5. Influence without authority: They should focus on building influence through data-backed recommendations, strong relationships and clear communication. To present their team’s needs effectively, middle managers can frame challenges as aligned with organizational priorities, prepare proposals that provide solutions and proactively address potential objections.
6. Cultivate a support network: They benefit from establishing a diverse network for advice and support by connecting with colleagues across departments and joining industry groups. Regularly attending cross-departmental meetings and setting up informal peer check-ins broadens their perspectives. This network can offer fresh ideas and solutions and reinforce their professional support system.
7. Engage in external networking: They should actively participate in industry events, networking groups and professional associations to stay informed and exchange best practices. This could include attending conferences, joining professional communities or participating in panel discussions. These interactions enrich their knowledge, expose them to new trends and help them bring back innovative ideas to the organization.
8. Commit to continual learning: They should stay updated on industry trends and new technologies through structured professional development. Setting learning goals, completing certifications and allocating regular time for self-study keeps their skills sharp. For example, this could mean dedicating several hours a week to industry reading or completing at least one major course or certification per year.
9. Build personal resilience: They should prioritize self-care and workload management to avoid burnout. This includes setting clear work-life boundaries, regularly assessing and adjusting their workload and actively seeking support, when needed. Delegating low-priority tasks, taking brief breaks during the day and reserving some evening time for non-work activities are practical steps that build resilience and support wellbeing.
10. Focus on long-term career development: They should proactively seek opportunities that enhance their visibility and skills, such as leading high-impact projects or volunteering to present at leadership meetings. They should routinely revisit career goals, discussing them with mentors and seeking constructive feedback from peers and superiors to builds their competencies and position them for advancement.

Conclusion: empowering middle managers to thrive

Middle managers are the linchpin in translating strategy into actionable steps, promoting a positive work culture and managing the operational challenges of today’s organizations.

For organizations, investing in middle managers by supporting skill development in prioritization, influence and effective communication will strengthen their overall performance and effectiveness. Providing structured support systems—such as mentorship, regular training and open feedback channels—enables middle managers to lead with confidence, even amidst competing demands.

Middle managers themselves can focus on long-term career growth by seeking learning opportunities, embracing industry networking and pursuing roles that broaden their experience. Actively engaging with senior leaders and participating in high-impact projects can enhance their visibility and contributions to the organization.

Ultimately, empowering middle managers through skills development, clear goals and balanced support fosters a resilient workforce equipped to drive organizational adaptability and long-term success.

This article is part of a broader Organization and Talent Series, one of several business series published by Portcullis Consulting, LLC.

The views in this article are mine.