Why middle managers are struggling — but are critical for the success of your business

White collar woes: With better time allocation, middle managers can accomplish more for their organizations, according to a McKinsey survey released last month. With increasing pressures in ever-changing organizations’ makeup, middle managers are often finding themselves squeezed from both ends of the hierarchical structure. The issues they experience range from bureaucratic impediments to a lack of autonomy to provide what they believe best serves their respective companies. And the numbers show it: Middle managers are so burnt out, 46% of those polled stated they intend to quit their job within the next year, according to a 2023 survey by Ultimate Kronos Group’s (UKG) The Workforce Institute.

Managers are not managing: One major area of dissatisfaction among those surveyed by McKinsey is how time is spent at work. Rather than spending the majority of their time developing and fostering talent — one of the most critical factors in a company’s success — managers are often embroiled in dull, administrative tasks. That’s a far cry from their function as the creators of “links between organizational vision and execution,” the survey states.

This needs to change. Despite organizations’ relative efforts to streamline operations, more needs to be done and faster. The interpersonal relationship between employees and management accounts for 86% of workers’ satisfaction at work, the survey finds. And managers feel the same way: Some 86% said coaching employees is their most valuable contribution to the workplace. However, almost the majority of respondents said that actual management of people takes up less than a quarter of their time as opposed to other tasks.

And here’s how: The survey identifies three areas for improvement. First up is simply giving managers more time with their people to create rapport and develop skills. Secondly, reducing the menial by decreasing bureaucratic procedures. And finally, providing individualized incentives. In the US, for instance, managers favor financial rewards like bonuses and raises. In Europe and Asia, people tend to prefer avenues for learning, the survey concludes.