Being a mid-level leader during times of significant organisational change can be a bit like being the filling in a sandwich – squeezed between decisions from above and the realities your team is facing on the ground. Recent research published in HR Director Connect (May 2024) discusses what many of us have experienced firsthand – the ‘middle management squeeze’ in today’s rapidly changing workplace, where middle leaders often face higher stress levels while being expected to bridge the gap between strategic directives and operational execution.
I’ve been there, and it can feel frustrating, confusing, overwhelming, and no doubt a multitude of other adjectives, when you’re tasked with implementing changes that you didn’t design but become fully accountable for delivering. One of the hardest aspects of this position is often feeling alone in navigating these pressures – too senior to fully vent with your team but not always included in the leadership circles where decisions are made.
The Mid-Level Leadership Challenge
I vividly remember the first time I really felt the squeeze of being in this position – I was leading a project team when a major strategic pivot came down from the programme leadership. Not only did I not fully understand the rationale behind it, I really wasn’t convinced it was the right approach. Yet there I was fully responsible for getting my team on board and executing effectively if I wanted to keep my own career on track. It was, to put it mildly, a proper baptism of fire!
That experience, along with many others thereafter – both being accountable for implementing global directives locally and then also driving change as a global leader into regional teams – taught me many valuable lessons about successfully navigating this complex middle ground.
The 6Cs Framework for Mid-Level Change Leadership
Drawing from my own experiences and observations, I’ve developed what I call the “6Cs Framework” to help provide a structured way to think about this situation:
- Clarity: Your team needs clear direction, even when you may still be processing the change yourself. This likely means translating high-level strategic objectives into practical, actionable guidance. Anything you can do to interpret messaging for your team’s specific context is helpful here and demonstrating calmness and clarity in your own approach can go a long way towards maintaining a settled, productive environment.
- Context: People tend to resist what they don’t understand, and this goes up a notch when they feel that senior leadership haven’t understood what it’s like in their shoes. Take time to find out and explain the “why” behind changes as far as you’re able, connecting the dots between the broader organisational needs and local implementation. This can help to build genuine buy-in and reduce resistance.
- Control: With changes like this, there are always the elements that are within your control, and the elements that aren’t. Be honest about where you have decision-making authority and where you don’t. Be transparent with your team about these boundaries, and advocate upward for reasonable flexibility where needed. Don’t promise influence you don’t have as this can damage credibility and trust.
- Capability: Assess what new skills, resources, or support your team really needs to implement the changes successfully. Then actively work to advocate for your teams’ needs within the broader system with clarity of what can and can’t be achieved with and without. This can help to demonstrate your commitment to setting your team up for success however care should be taken not to over-promise and to make robust cases.
- Connection: Build networks across organisational levels to gather intelligence, gain support, and align expectations – this can help to build a sense of camaraderie and collaboration. Creating psychological safety is crucial here; teams need to feel they can voice concerns without repercussion. Equally important where possible is connecting team members’ personal goals to the organisational change – change can often create opportunity after the short-term disruption. Where it isn’t going to create that opportunity, work out what support can be given to help people plan their next steps.
- Celebration: Recognise progress milestones, even when minor, and strongly reinforce positive behaviours. Prioritising early wins can be especially powerful in building momentum and confidence. Change is hard work – acknowledging effort and achievement really helps to maintain momentum and build resilience. Budget for team events and get togethers can be helpful here but sometimes small things like informal gatherings, public thank you’s and highlighting good work upwards can all go a long way.
Put Your Own Oxygen Mask On First
One critical lesson I’ve learned the hard way is that you can’t effectively lead others through change if you’re running on empty yourself. Just like those airline safety demonstrations tell us, you must secure your own oxygen mask before assisting others.
This means:
- Taking time to process your own reactions to the change before attempting to lead others through it
- Building your own personal support network of peers and mentors
- Setting boundaries to prevent burnout during intense change periods
- Practising self-care routines that keep you physically and mentally resilient
Practical Next Steps
If you find yourself in this challenging middle position:
- Schedule “translation time” after receiving new directives to process information before communicating it to your team
- Create regular two-way feedback opportunities to stay connected to ground realities – this isn’t a time to under-communicate
- Build peer connections with other mid-level leaders to collaborate and share challenges and solutions
- Develop upward communication channels to effectively advocate for your team’s needs
Remember, your greatest value as a mid-level leader during change isn’t just executing directives – it’s your ability to translate, contextualise, and humanise change for your team while also providing meaningful insights to senior leadership.
Are you currently navigating change from the middle? I’d love to hear your experiences and challenges. And if you’re looking for additional support in this journey, let’s connect to explore how I might help you and your team thrive during transformation.