Middle management is the interface between executives at the top and frontline workers at the bottom of most organisations. They’re the vital bridge that keeps everyone connected across all hierarchical levels.
That’s why it’s so concerning that middle management is struggling the most when it comes to workplace wellbeing in Australian organisations. Let’s have a closer look at the challenges experienced by middle managers, strategies for supporting them, and what knock-on effects such support would have for companies.
Middle management in crisis?
First, the good news: According to a Global Wellbeing Survey by the consulting firm Aon, 83% of companies surveyed reported having a workplace wellbeing strategy in place in 2022 – up from 55% in 2020. And nearly two-thirds (63%) of respondents thought that worker wellbeing is more important now than it was back in 2020.
Despite this, according to the Indeed 2023 Workplace Wellbeing Report, more than half of all Australian middle managers (53%) are feeling stressed or burned out, 46% are experiencing anxiety and 30% imposter syndrome. This indicates that many feel overwhelmed by the challenges of management. Our research also found that 38% say it’s important to have a supportive manager. Notably, 16% of middle managers say that they would even consider looking for a new job if their own manager doesn’t help them succeed. But there is an opportunity for top management to take action here: almost a quarter (24%) say having more supportive managers would make it more likely for them to stay in their current role.
Research by the Australian Institute of Management (AIM), compiled in conjunction with Monash University, confirms that Australia’s middle managers feel neglected and lacking essential leadership, communication and people management skills. The survey found that middle managers are, therefore, significantly underperforming despite their key role in the corporate hierarchy.
Taken together, this data suggests that middle management wellbeing needs to be a key area of focus for Australian decision-makers in 2023.
Why wellbeing matters
Firstly, workplace wellbeing and mental health are not merely an Australian issue but an international one. According to a World Health Organization fact sheet, anxiety and depression among workers amount to global productivity losses worth an estimated US$1 trillion each year. Closer to home, the Australian Government reports that ‘a failure to adequately respond to the needs of employees suffering mental health challenges is costing Australian businesses almost AU$11 billion a year.’
What’s more, workplace wellbeing plays a huge role in promoting and maintaining mental health. Data by the Black Dog Institute shows that mentally healthy workers are more productive and less likely to take sick leave. In a nutshell, workplace wellbeing is good for people and businesses alike. After all, wellbeing in the workplace is closely aligned with higher valuations, greater profits and better company performance overall.
And let’s not forget that employees are not just workers but primarily people. According to Deakin University research, when they enjoy a happy, healthy work environment, innovations in business start to emerge. Ultimately, workplace wellbeing is the key differentiator between an organisation that’s simply functioning and an organisation capable of progressing. University of Wollongong scholars strike a similar tone, confirming that wellbeing is associated with many positive outcomes, such as reduced stress and improved productivity, and that the benefits of corporate wellbeing programs outweigh the costs.
The lynchpin of corporate success
So, why is middle management so critical in all of this? The answer is quite simple: middle management is where everything comes together in an organisation. Or, to quote the Sydney Morning Herald, the glue that holds everything together. McKinsey experts agree that middle managers play a pivotal role in organisational success. Importantly, modern organisations need to choose whether to let them take on a more administrative role with less focus on leadership, or go the other way. With ever-evolving technology and AI on the rise, the latter may be the way to go, as middle managers will benefit from freed-up time to become more effective leaders. The importance of middle management can, therefore, not be underestimated.
The ACT Health Directorate explains that the functions and practices of middle managers substantially affect a wide range of organisational outcomes and are an indispensable link between a company’s top management above and its frontline employees below. And this is precisely where the challenge of middle management lies: having to manage both up and down.
As ‘the meat in the organisational sandwich’, as Human Resources Director magazine calls it, with pressure from executives above and employees below, middle management is considered HR’s secret weapon in the fight for talent. After all, middle managers are uniquely positioned to provide genuine consideration and support to all levels of the workforce. This means if middle management isn’t doing well, neither will the organisation as a whole.
Lifting up middle management
Since, as we have seen, middle managers are particularly prone to burnout, it is crucial for organisations to provide support to middle managers to help them maintain their own wellbeing before they can effectively support other employees. There are a few things executives can do to support their middle managers.
Firstly, it is essential to provide training that equips middle managers with the skills to navigate both upward and downward management. A successful middle manager can communicate efficiently, manage conflicts confidently and delegate appropriately. Furthermore, middle managers require resources to address underperformance within their teams. This may include access to performance management training and to HR professionals who can offer targeted guidance and support.
Moreover, middle managers must also be well-versed in promoting workplace wellbeing and a culture where this is valued and nurtured. As we have seen, a healthy work environment significantly contributes to productivity and employee satisfaction. To be effective, any such training would also need to cover stress management, effective communication and conflict resolution techniques. Additionally, thriving organisations typically cultivate an atmosphere that makes middle managers feel valued and supported. This often entails opportunities for professional and personal development and networking among middle managers.
Importantly, it is paramount to engage your HR and executive teams in the endeavour to prioritise workplace wellbeing. They need to be aware of the manifold benefits of fostering a healthy work environment and the positive impact this has on employee productivity, engagement and retention. For the best outcome, you may want to establish clear goals and a mechanism to track progress over time.
Middle management wellbeing as an investment
When Australian executives decide to prioritise the wellbeing of their middle management team and make this a strategic imperative, they will likely reap the benefits such as a better working atmosphere, happier and more productive staff and lower turnover costs. All in all, this is a worthwhile investment that will not only benefit individuals but also create a healthier and more resilient organisation that’s more likely to succeed in today’s ever-evolving market.
