The Secret to Survive and Thrive as a Middle Manager

Many middle managers struggle to keep up with relentless change and ever increasing expectations. What do those that succeed do different to stay ahead and create lasting impact?

The vast majority of middle managers are struggling. One recent survey suggests that 4 out of 5 experience burnout. That should not come as a surprise. Being in the middle has always been hard, and these days, it’s probably harder than ever.

So what does it take to be a successful middle manager? Of course, one needs to be an effective manager of tasks and leader of people. But in today’s environment, that is no longer enough.

Because left unchecked, work has the nasty tendency to expand to the point where it consumes all the time available, as naval historian G. Northcote Parkinson famously observed sixty years ago. These days, work expands at record pace, fueled by non-stop change. And middle managers are right in the midst of it.

Most, though, miss the early warning signs that something is amiss, such as lower engagement rates or rising turnover. Like motorists who ignore the ‘check oil’ alert on their dashboard, they plow ahead, not realizing they are about to ruin the engine for good. And just like a car whose engine dies comes to a full stop, their careers often take a fatal blow when superiors realize they allowed problems to fester, creating a problem for the boss. And even if these middle managers are lucky enough to keep their job, their upward trajectory often stalls.

But some manage to avoid this vicious cycle. These middle managers not only survive but actually thrive—because they have mastered the art and science of changing work when work has to change. They know how to deliver more and better results with the same or even fewer resources. What do these managers have in common?

They think like owners, not renters

I was a renter for many years. Renting was comfortable. When something broke, I called the management company. The rent was high, but somewhat predictable. Buying a house and moving to the suburbs was, of course, a good financial decision…but it also came with enormous responsibility. Because now, when things break down, I have to respond. And as every homeowner knows, failing to maintain the house and make periodic updates is a surefire way to destroy its value.

Middle managers own the work for their organization, just as I own my house. And it is their responsibility to keep the house in good condition. But many think like renters and wait for upper management to fix things.

Effective middle managers act like they own the work. Not only do they make sure that everything in the house is in good order, maintain the landscaping, and fight the weeds, but they also strategically invest in upgrading their property to maximize its value. And when disaster strikes, they are quick to respond, contain the damage, and complete the necessary repairs. They are actors, not spectators. They are also careful stewards of their team’s time and constantly strive to maximize the return on the time (and energy) invested.

They act before being forced to

Most middle managers are unaware of what is actually going on. They are surprised when the dashboard dials that used to be green suddenly turn red.

Effective leaders are highly attuned to how their organization is performing. They have a clear sense of what key issues are holding their team back. They regularly engage with those doing the actual work. And most importantly, they act early enough to address emerging problems before they turn into a real crisis.

They focus on what’s possible

In his bestseller “The 7 Habits of Highly Effective People”, Stephen Covey introduced the idea of three circles. Things you have direct control over belong in the circle of control. Things you can influence but not directly control are part of the circle of influence. And the final circle, the circle of concern, covers things you worry about but cannot control or influence.

Many middle managers spend too much time worrying about things that are completely outside their control and belong in the zone of concern. At the same time, they often fail to seize opportunities to influence those who can take action, whether that is the boss, customers, suppliers, or functional partners.

Effective middle managers focus on what they can control or influence. They take decisive action where they can and engage stakeholders to buy into their plan and take actions that will make their organization more stronger.

They are generous, not stingy

Some managers are stingy (as my friend Dennis Adsit pointed out in a recent episode of our podcast Work Matters). They don’t recognize good work. They don’t give credit where credit is due. And the stingier they are, the less their teams will try to make things work.

Effective leaders are generous. They recognize that those working for them have needs too, and that part of their job is to create the conditions that allow others to do their best work.

They know how to fix work

Effective leaders know that workload and performance expectations will only increase—and that the only way out is to fix the work, making it more:

- Effective by increasing value for customers

- Efficient by reducing friction and shedding low-value work

- Engaging by seizing opportunities to make work more interesting for those doing it

They constantly strive to make work more valuable because value always wins. They understand that energy is precious and know how to structure work so that it maintains and amplifies that energy into constructive action.

The best time to take action? Now!

You don’t have to wait until things start breaking down to take action. You can learn how to change work when work has to change - before it’s too late.

By mastering these skills, you’ll be able to:

✅ Retain the best people

✅ Get work done more effectively

✅ Free up time and energy to focus on what really matters

These skills won’t just serve you in middle management. They’ll be essential once you make it to the top.

As you climb the ladder, you assume responsibility not just for your own performance but for the performance of your team. As Peter Drucker pointed out, the job of a leader is to make work productive and the workers achieving.

If you’re ready to step up, take ownership, and learn how to change work when work has to change, we invite you to join us for a free overview of the Level Up program designed to develop the skills middle managers need to thrive—not just survive—in today’s fast-changing world.