The past five years have been challenging for managers, with a pandemic reshaping the workplace, remote and hybrid models becoming the norm, and ongoing resource shortages. Now, we are on the verge of a middle manager crisis that could have long-term consequences for organizations. But if we act now, there is still hope!
Middle Managers Face Growing Pressure
New research from meQuilibrium highlights some concerning statistics about the stress faced by managers compared to non-managers:
- Managers are 59% more likely to report their work as emotionally demanding.
- They are 37% more likely to report insufficient time to complete their tasks.
- Managers are 34% more likely to work at an extremely fast pace.
- Despite these higher demands, managers are 12% less likely to say they get the support they need from their superiors.
These numbers reflect the intense pressure placed on middle managers, who are often the most stressed members of the corporate hierarchy. But despite the stress, their role remains essential to maintaining a high-performing workforce. They serve as a critical bridge between senior management and individual contributors. But what happens if today’s managers falter? Who will be left to restore order?
Not Gen Z.
Gen Z’s Reluctance to Management
Gen Z workers – those born between 1997 and 2012 – are expressing little interest in stepping into management roles. According to a recent Robert Walters survey, 72% of Gen Z respondents would prefer to advance their careers through individual expertise rather than managing others. Over half of Gen Z professionals stated they do not want to take on a middle management role at any point in their careers. The primary deterrents are “high stress” and “low rewards” associated with managerial position. This growing trend is called “conscious unbossing,” and it’s closely tied to quiet quitting and lazy girl jobs.
Gen Z wants to grow professionally, but they prioritize developing their skills over managing teams. A recent McKinsey report supports this, showing that companies that encourage growth through individual expertise – without requiring a move into management – see higher engagement and retention rates.
Navigating Change
Another complication is that Gen Z workers have been shown to experience heightened anxiety around change. They report 34% higher levels of change anxiety and 25% lower emotional stability than older colleagues when faced with change. This makes navigating their career development even more challenging.
To retain and develop both current and future managerial talent – and ensure organizational growth continues – leaders must take two crucial actions:
- Transform how their organizations support managers.
- Equip younger employees with the skills to navigate change.
The Urgent Need for Change
Both groups – middle managers and Gen Z workers – need alternative ways to approach their work. Here’s how organizations can better support both:
- Promote Mental and Physical Well-Being. Implement policies that protect employees’ mental and physical health. This could include setting clear boundaries around work hours, ensuring employees understand their time outside of work is theirs, and fostering a culture that prioritizes rest and recovery. Consider offering mandated relaxation time or sabbaticals to combat burnout.
- Offer Mental Healthcare Resources. Prioritize mental health at work. This has become a necessity, not just a nice-to-have. It is something I embed into every leadership coaching engagement because it is so fundamental to productivity and performance.
- Encourage Regular Check-Ins. Managers should schedule consistent one-on-one check-ins with their direct reports, beginning each meeting with a personal check-in. This approach normalizes mental health discussions and shows that managers care for their team members as individuals.
- Create Different Leadership Paths. Rather than focusing on traditional management hierarchies, organizations can create leadership roles that center on expertise, innovation, and collaboration. These positions can attract emerging leaders from Gen Z who are more focused on personal growth and contributing to projects rather than managing people.
- Provide Resources for Professional Growth. To help Gen Z workers embrace growth opportunities, organizations must provide resources that support them in stepping outside of their comfort zones. They should be assured that management roles will not be thrust upon them without adequate tools and training to succeed.
Think of it like this: Remember when you were in first grade, looking at the eighth graders in the cafeteria, and thinking, “I’ll never be ready for high school like they seem to be.” As a six-year-old, you were not ready- but as you moved through school, you gained the skills and confidence to tackle high school when the time came. Similarly, no one is ever 100% ready for change, but with a solid foundation and support system, you can step into new roles prepared to succeed.
- Invest in Employee Resilience. Invest in building resilience in your employees, no matter their age. For Gen Z, do not be afraid to ask for the support you need to grow. Leadership workshops, such as those offered by Jody Michael Associates, can equip employees with tools to enhance team interactions, improve communication, and strengthen collaboration. These workshops also help individuals identify and reshape unproductive thought patterns into more effective ones. Strengthening resilience leads to improved team performance, increased productivity, and a more positive work environment that contribute to long-term organizational success.
The middle management crisis is real, and Gen Z’s reluctance to take on traditional managerial roles only exacerbates the situation. Companies need to urgently rethink their approach to leadership development and management roles. By creating roles that appeal to Gen Z’s desire for personal growth and expertise rather than traditional management responsibilities, and by supporting middle managers who are facing burnout, organizations can foster a resilient and engaged workforce.
In doing so, they will not only prevent organizational stagnation but also ensure that their leadership pipeline remains strong, adaptable, and ready for the future. It is time for companies to act quickly and make management roles more attractive to both current and future generations of workers.