Middle Managers Get No Respect!

The late Rodney Dangerfield was a great comedian who talked about how he never got no respect. We are fortunate that modern technology preserves his comedic genius and allows us to still enjoy his no respect routine.  Middle managers can relate to Rodney Dangerfield–only they are not always laughing.  Though they are managers of managers, middle managers get little respect.  Though they are critical to an organization’s success, middle managers get little respect. Though their jobs are difficult, middle managers get little respect.  Like Rodney Dangerfield, middle managers get no respect!

Understanding the evolving middle management role and leveraging it effectively, however, is critical to an organization’s success. Given the volatile and complex nature of business, it is time to take another look at middle managers.

Being in the middle is tough wherever it occurs!  In a family, the oldest child often has more responsibility and power and the baby has everyone’s attention.  The middle child is left with this undefined role lacking the power of her older sibling and lacking the attention that her younger sibling gets from everyone.  In organizations it is no different.

Senior executives have the power. They set the organizational policy and strategic direction.  Front-line managers work directly with the customers and get the attention of the organization in resource allocation decisions.  The middle manager is left with bridging the gap between the senior executives and the front-line managers. Often, it can be a thankless job particularly if there are problems with the organizational policy and strategic direction.  In these situations, the middle manager often becomes the target of lower level frustration.

Middle managers have to make the executive agenda happen but they are often neglected in organizational development and training initiatives.  Also, organizations frequently give more attention to the senior and front line management levels.   There is further proof of the lack of respect for middle managers:  middle managers are often hit the hardest in times of organizational layoffs.  The lucky (or unlucky) middle managers who do happen to keep their jobs are left with more responsibilities, less resources, and a role that is more stressful and complex.

Research supports this view.  In the Development Dimensions International report on middle managers, Put Your Money in the Middle, DDI finds that the Great Recession has significantly impacted middle management:

• Their ranks  have shrunk.
• Their loyalty to organizations has declined.
• They are stressed.
• Their responsibilities have grown.
• They will be hit hardest by the Baby Boomer retirements.

Despite the lack of respect they get in organizations, middle managers are the natural pipeline to vacant C-Level positions.  Also, middle managers are the primary implementers of the senior executive agenda.  Given these functions, their role is critical to business.  In fact, as Paul Osterman notes in his book, The Truth About Middle Managers, many middle managers today function more like general managers or senior leaders of old.  With the flattening of organizations and technological advances, the scope of the middle management function has grown over time not diminished.

What do you think? Is the job of a middle manager difficult?  Do they get enough organizational attention?

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Tagged as: Great Recession, management, organizational productivity, organizational turnover, performance management

About the Author

Robert Tanner is the founder of the Management is a Journey Blog and Principal Consultant at Business Consulting Solutions LLC. He is a certified change management consultant, management mentor, trainer, and an Adjunct Professor of Management. Robert has a passion for helping managers and leaders fulfill their potential. Connect with Robert on Google+ and Twitter. To join the mailing list, subscribe here.