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Nov 16, 2023 | 
dialoguereview.com | Bill Schaninger |Bryan Hancock |Emily Field
Middle managers have been misunderstood and misused for decades. It’s time to recognize their impact – and rethink their role. Historically, middle managers have held a critical role within organizations, acting as the connection between leadership and frontline workers. But ask today’s senior leaders their opinion of the contribution made by middle managers, and the answers are unlikely to be entirely positive. What happened?
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Sep 10, 2023 | 
mckinsey.com | Aaron De Smet |Marino Mugayar-Baldocchi |Angelika Reich |Bill Schaninger
The pandemic has forced major changes in how, when, and where people work. It has also bedeviled employers. Due in part to new hybrid and remote-working models, companies are struggling to find objective ways to gauge employee effectiveness-a critical challenge as labor costs have increased and worker productivity has declined.
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Aug 2, 2023 | 
smartcompany.com.au | Emily Field |Bryan Hancock |Bill Schaninger
11 minute Read By Emily Field, Bryan Hancock, Bill SchaningerIn recent months, amid signs that the economy might be softening, many companies announced layoffs aimed at curbing expenses, with middle management a common target. Cutting such jobs hastily or too deeply can be a costly mistake.
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Jul 26, 2023 | 
msn.com | Bill Schaninger |Bryan Hancock |Emily Field
The middle manager role is one companies often talk about, but they identify and develop them using the same old methods. Today’s technology-centric workers will require more engaged management to wade through the complexities of driving both performance and well-being. POWER TO THE MIDDLE: Why Managers Hold the Keys to the Future of Work by Bill Schaninger, Bryan Hancock, and Emily Field serves as a wake-up call for companies, providing tactical tips for this critical role.
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Jul 26, 2023 | 
qz.com | Bill Schaninger |Bryan Hancock |Emily Field
The middle manager role is one companies often talk about, but they identify and develop them using the same old methods. Today’s technology-centric workers will require more engaged management to wade through the complexities of driving both performance and well-being. Change stalled?
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Jul 25, 2023 | 
chiefexecutive.net | Bill Schaninger |Bryan Hancock |Emily Field
Most senior leaders—even those who believe they are good at delegating—fail to empower the people below them to do the work that they are uniquely suited to do. And their middle managers in particular have suffered the consequences. The CEO’s views and attitudes can’t help but replicate and reverberate throughout the organization; ultimately, that can rob middle managers, who would also like time to think and plan, of the opportunity to exercise their own good judgment.
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Jul 20, 2023 | 
bigthink.com | Bill Schaninger |Bryan Hancock |Emily Field
Reprinted by permission of Harvard Business Review Press. Excerpted from Power to the Middle: Why Managers Hold the Keys to the Future of Work by Bill Schaninger, Bryan Hancock, and Emily Field. Copyright 2023 Harvard Business School Publishing Corporation. All rights reserved.
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Jul 19, 2023 | 
builtin.com | Bill Schaninger |Bryan Hancock |Emily Field
For years, middle managers have been mocked, neglected and eliminated. They are frequently lampooned in movies and TV shows for holding futile meetings, sending useless emails and preparing pointless reports. When an employee has a brilliant new idea, it’s common to blame the middle manager for sending it to bureaucratic purgatory. 3 Reasons Why You Should Invest in Your Middle ManagersMiddle managers are better positioned to give employee feedback.
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Jul 16, 2023 | 
mckinsey.com | Emily Field |Bryan Hancock |Bill Schaninger
Stop thinking of middle management as a way station. Instead, make it a destination. Do you believe any or all of the following statements? Does your boss, or your boss’s boss? The only way someone at a company can truly advance is to be promoted out of their current role. The importance of someone’s job can be measured by how many people are underneath their box on the org chart. The more senior the role, the more the person in it should be paid and rewarded.
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Apr 19, 2023 | 
mckinsey.com | Aaron De Smet |Marino Mugayar Baldocchi |Angelika Reich |Bill Schaninger
It’s no secret that the relationships between people and their work, and between employees and employers, have changed dramatically in recent years. The composition of the workforce is evolving, too, and quickly.
