Dading the glue
Medium managers are more than a structural layer. They are a connective tissue in the organization, translating the strategy into action, aligning teams and serving cultural anchors. When they disappear, clarity often disappears with them. Corna Ferry data shows that 43% of employees believe that their leaders are not aligned and 37% feel without focus.
Talent development also suffers when cohesion tanks.
“The most effective development of the management is at work,” says Amato. “This is a combination of the first job design that can be executed so that people can be successful in them, not overloaded with them, and then find those interesting careers that help people be more sophisticated.”
But as the senior executives take more work because of the lack of mid-level executives, other efforts, such as creating skills, mentoring, and career progression for younger employees, occupy the back seat.
As a result, high performers who have no recommendations and growth are likely to go out. In fact, 80% of employees say they will remain in the company because they trust the manager.
Leaders who do not have bandwidth to motivate and attract their direct reports, also miss the opportunity to influence the lower line. Korn Ferry found that highly active, motivated labor bring twice the growth of income of their least employed peers. This interaction begins with chapters who have time and clarity to lead.
New Mandate Guide
In order to remain competitive, companies need to rethink how guidance and support the leadership, says Amato. Although sharply bureaucracy is commendable, the elimination of those who turn a vision into reality is a risky compromise.
“Before you move on to the solutions, whether it is sharply or something else, you must diagnose your own organization,” Aamata says. This means using data to evaluate work processes, points of pressure points and understanding where the guide is overworked.
For organizations that can be too deep, repeated layers are not corrected.
Instead, the focus should be on refurbishing roles to ensure that executives can support strategic height, redistribute the load and create career ways to maintain high talents.
The message is clear, says Amato. Without the middle, the upper part cannot lead – and the bottom will not follow.
In the race to become slim, faster and innovativeMany companies have Eliminated Middle Control layers. But while flat structures may look effective on paper, the hidden price quickly pops up directly at the top of the chart.
According to Labor Poll Korn Ferry 202541% of employees note that their organizations have decorated control layers. The senior executives, in turn, absorb more direct reports, juggling the operative tasks that once engaged in executives and was losing critical time for strategic attention. Almost half of now question their ability to fulfill their duties – a figure exceeding even 40% of executives who report similar doubts.
The logic behind the uphet often sounds: reduce costs, Accelerate decision -makingand Turn off the red tape. And if excited carefully, it can unlock real benefits. But as Corn ferry Senior Customer -Partner Maria Amata warns by reducing the average control without proper forests leaving the executives and employees.
Dading the glue
Medium managers are more than a structural layer. They are a connective tissue in the organization, translating the strategy into action, aligning teams and serving cultural anchors. When they disappear, clarity often disappears with them. Corna Ferry data shows that 43% of employees believe that their leaders are not aligned and 37% feel without focus.
Talent development also suffers when cohesion tanks.
“The most effective development of the management is at work,” says Amato. “This is a combination of the first job design that can be executed so that people can be successful in them, not overloaded with them, and then find those interesting careers that help people be more sophisticated.”
But as the senior executives take more work because of the lack of mid-level executives, other efforts, such as creating skills, mentoring, and career progression for younger employees, occupy the back seat.
As a result, high performers who have no recommendations and growth are likely to go out. In fact, 80% of employees say they will remain in the company because they trust the manager.
Leaders who do not have bandwidth to motivate and attract their direct reports, also miss the opportunity to influence the lower line. Korn Ferry found that highly active, motivated labor bring twice the growth of income of their least employed peers. This interaction begins with chapters who have time and clarity to lead.
New Mandate Guide
In order to remain competitive, companies need to rethink how guidance and support the leadership, says Amato. Although sharply bureaucracy is commendable, the elimination of those who turn a vision into reality is a risky compromise.
“Before you move on to the solutions, whether it is sharply or something else, you must diagnose your own organization,” Aamata says. This means using data to evaluate work processes, points of pressure points and understanding where the guide is overworked.
For organizations that can be too deep, repeated layers are not corrected.
Instead, the focus should be on refurbishing roles to ensure that executives can support strategic height, redistribute the load and create career ways to maintain high talents.
The message is clear, says Amato. Without the middle, the upper part cannot lead – and the bottom will not follow.
Originally this story was presented on Fortune.com
https://fortune.com/img-assets/wp-content/uploads/2025/04/GettyImages-2166493456-e1745000037988.jpg?resize=1200,600
2025-04-21 10:24:00
Lily Mae Lazarus
