Middle Managers Undervalued

Many companies may be impeding middle managers’ ability to perform in their roles, says a survey from McKinsey. They are often underutilized and have pressure to deliver in flatter, faster, and leaner organizational structures. The data shows that middle managers spend almost 50 per cent of their time on non-managerial work, close to 75 per cent on tasks unrelated to talent management, and less than 33 per cent on coaching employees and supporting their development. Managers with strong team relationships can lead their teams to perform better, effectively lead operations, and actualize an organization’s vision. It says middle managers want to be able to shift their focus towards higher-priority talent needs, reduce their tasks related to bureaucracy, and to have their motivations understood.