Every organisation has its visionaries at the top and individual contributors at the other end of the seniority continuum. Between strategy and execution lies a group that quietly powers everything: mid-level managers; cue the Marvel Comics anthem…introducing the “Mighty Middle!”
Ok, maybe not with that dramatic, but they mighty and translate direction into action. They carry the weight of expectations from above while supporting and motivating teams below. They spot problems early, influence culture daily, and make countless decisions that determine whether strategies succeed or stall.
And yet, they’re often the most overlooked group in talent development.
Stretched Thin, Developed Least…
Despite their pivotal role, mid-level managers typically receive the least development support.
According to Gartner (2023), only one in five mid-level managers feel they have the support to be successful in their roles, even though they directly impact 70% of employee engagement variance (Gallup).
They are expected to:
- Drive strategy execution
- Lead change initiatives
- Develop and retain talent
- Deliver results under pressure
But they do this while navigating relentless workloads, fragmented priorities, and limited time or guidance to build their own skills. It’s no surprise that burnout is surging: McKinsey & Company reports nearly half of middle managers feel overwhelmed, yet fewer than 30% receive targeted leadership development.
This isn’t just an employee experience problem: it’s a performance risk.
The High Cost of Neglecting the Middle
When mid-level leaders aren’t equipped to thrive, the consequences ripple through the organisation:
- Lower engagement: Employees led by unsupported managers are far more likely to disengage and eventually leave.
- Slower execution: Poorly supported managers become bottlenecks, slowing decision-making and diluting strategic intent.
- Weakened pipelines: Without investment, the future senior leader pool dries up.
And turnover at this level is expensive. Research from SHRM shows replacing a mid-level manager can cost up to 250% of their annual salary, not counting the loss of institutional knowledge and disruption to team performance.
Simply put: neglecting the mighty middle costs more than supporting them.
Why They Need a Different Kind of Development
Traditional development approaches: lengthy courses, static learning libraries, one-off workshops? Fail this group. They don’t have the time to step away from the flow of work, and generic training rarely fits their immediate challenges.
What mid-level managers need is:
- Timely, contextual support — advice they can apply to today’s decisions
- Continuous growth moments embedded into daily work
- Accountability and peer connection to sustain behaviour change
Development at this level can’t be event-based. It must be in-the-moment, personalised, and practical; helping managers solve problems, lead people, and build momentum as they work.
Building the Engine That Powers Performance
When mid-level managers are supported, everything changes:
- Strategy turns into execution
- Teams become more engaged and productive
- Retention improves both for managers and their teams
- A stronger pipeline of future leaders emerges
This is why investing in the mighty middle is not just a talent strategy, it’s a business imperative. They are the engine that drives organisational performance, and right now, that engine is running under strain.
To compete in the new world of work, organisations must reimagine development — shifting from static programs to dynamic support that meets managers in the moments that matter most.
Because when the mighty middle rises, the whole organisation moves forward.
Check out impactora.com or email us at hello@impactora.com for information on how we can support your team(s) or organization.