Bryan Hancock

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?

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.

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.

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?

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.