Ever feel like you’re stuck between two worlds?You’re not imagining it. The role of a middle manager is one of the most high-pressure jobs in any organization.You’re responsible for your team — but don’t have the final say.You’re in meetings above them — but expected to advocate on behalf of them.You’re supposed to deliver results and develop people — often in the same conversation.That tension? It’s real. But it’s also where the best leadership happens.
The Power of the Middle
Middle managers are the link between strategy and execution.Between the C-suite and the front lines.Between the why and the how.You may not always feel it — but you’re in one of the most influential seats in the company.When you lead well in both directions, you don’t just move projects forward—you move people forward.Here’s how to do both with excellence:
How to Lead Up (Without Being a Bottleneck or a Bystander)
1. Bring clarity, not just problems.
Executives don’t need a data dump — they need insight. Summarize key patterns, propose solutions, and communicate what your team needs to succeed.
2. Be an advocate, not just an echo.
You see what your team’s up against — speak up. Push back with respect. Leadership isn’t about agreement; it’s about alignment.
