December 15, 2025
An essential link
According to Jim Burke, author of the book The Truth About Middle Managers, more time should be given to mid-level managers so they can perform at their best. It may seem obvious, but it is sometimes more complex than it appears.
According to this management and organizational development consultant, without genuine intellectual and emotional commitment from mid-level managers, an organization cannot fully realize its potential or successfully navigate change.
In today’s business environment, the role of mid-level managers as mediators between leadership and operational teams is more important than ever. They act as the transmission belt of change within organizations, at a time when many companies must reinvent themselves.
And the challenges are numerous.
The ability of mid-level managers to operationalize leadership directives can face many obstacles. Their motivation and well-being must therefore be genuinely considered.
Here is a brief list of some of the challenges they face in this post-pandemic context:
- Labor shortages
- Supply chain difficulties
- Instability among suppliers
- Inventory surplus or shortages
- Hybrid work organization
- Instability within teams
Key considerations
To prevent the demotivation of your mid-level managers, here are some solutions, according to Burke:
- Clearly define project ownership
Assigning a mid-level manager as the project lead for a specific initiative can be highly positive by stimulating their sense of challenge and responsibility. When a new challenge arises in a leadership meeting, senior management should identify which mid-level manager is best suited to take on the project and communicate it clearly. - Recognize their contribution
Strong relationships between senior leadership and mid-level managers have a significant positive impact on organizational performance. Otherwise, a manager may continue doing their job but stop contributing creatively. Intellectual input and emotional engagement are essential. - Give them time
Spending time with team members helps them feel valued. Managers and employees alike feel more satisfied and productive when the number of one-on-one meetings increases. Organizations should therefore encourage regular personalized interactions between senior leaders and mid-level managers. - Follow through on projects
Nothing is more demotivating than a project that gets abandoned. A common scenario is when leadership assigns a project to a mid-level manager and then shifts focus to new priorities. The result is predictable: frustration and disengagement.
Recruit high-performing mid-level managers
Of course, if you are dissatisfied with the performance of your current mid-level managers, even after making efforts to motivate them, it may be wise to consider hiring new talent.
A mid-level manager is someone who enjoys moving projects forward. But in your view, is this person simply someone who follows instructions without question? Someone who never challenges directives from above?
When recruiting a mid-level manager, it is essential to assess their behavioral skills, adaptability, and alignment with your values. In this regard, a skilled headhunter will have taken the time to understand your team’s needs in order to properly evaluate candidates. Hiring the wrong person could be a major setback for your organization.
But also remain open to atypical candidates.
New selection criteria
Among the candidates presented by a headhunter, do not hesitate to give priority to individuals who are autonomous, capable of independent thinking, and able to demonstrate critical thinking toward certain decisions.
If you hire the perfect “yes person,” someone who always agrees without questioning, your organization may struggle to evolve. Change requires agile individuals who can challenge routines and established habits.
A meaningful professional and human exchange may be one of the most important qualities to look for when hiring your next mid-level manager. Valuing feedback and constructive criticism is a skill worth developing on both sides.
In the current context, organizations urgently need new ideas. Of course, these must be productive ideas, not random ones. But who knows, the right solution may come from a mid-level manager who thinks outside the box. These new ideas can also energize existing teams.
Be cautious of managers who never see alternatives beyond routine. Those may be the ones you should reconsider.
There is no single ideal profile for a mid-level manager, but if there is one quality to prioritize today, it is the ability to innovate. Communication, listening, and creativity are more important than ever.
Work with a headhunter
If your organization is facing new challenges, we invite you to contact Recruscope to share your needs in hiring high-performing mid-level managers.
The unique expertise of headhunters in identifying rare, high-potential talent is still underutilized by many leaders. Call us to discuss your needs.