Layoffs have become increasingly focused on middle management. Last year, middle managers accounted for more than 30% of all layoffs, up ten percent from five years earlier. And this doesn’t include the number of people leaving middle management roles voluntarily, where the role is not backfilled. A new term has been coined for this approach: unbossing.
Unbossing is based on the thinking that today’s workforce is more self-directed and doesn’t need that layer of management. While unbossing, in theory, can reduce costs, speed up internal communications, and improve customer responsiveness, in practice, it leaves a void of informed decision-making and employee development. The short-term impact of cost reductions and improved operational efficiencies doesn’t make up for the leadership void created.
According to HR Executive, it would be better for executive teams to reconsider the role of middle managers instead of laying them off. Ensure these managers know how to mentor and coach the people they oversee. According to the article, “Coming out of the pandemic, employees are placing an increasing value on flexibility and autonomy over how they do their jobs, especially after employers were forced into offering flexible and remote work arrangements. That shift is reshaping what employees expect from management, and leaders are taking notice.”
Reshaping middle management roles is essential as employee disengagement becomes more prevalent. Executive-level leadership doesn’t have the time to mentor junior staff as effectively as middle management. “Mid-level managers can identify specific areas in which employees need more support to drive engagement and productivity. They also offer consistent and constructive feedback, enabling employees to recognize their progress and identify areas for improvement.”
Another approach that can support middle managers and their direct reports is reverse mentoring. This enables both managers and employees to learn from one another, promoting psychological safety by giving everyone a voice and fostering autonomy.
A recent piece from Korn Ferry notes that middle managers have been under the microscope for over a decade, “But experts say today’s middle managers are under unprecedented pressure. Half are burned-out. Thirty percent are too stressed to support their teams, according to employees participating in LinkedIn’s Workforce Confidence survey…many struggle to prioritize and escape the so-called frozen middle.”
The article also supports reskilling and upskilling middle managers to help their employees and provide tangible value to senior leadership. One approach is to adopt the agile philosophy for teams. Create multi-disciplinary teams that focus on customer needs and operate independently. This helps organizations respond more quickly and provide employees with lateral skills development.
Before unbossing to reduce costs, we recommend looking deeper at your organizational structure and customer needs to see how you can reorganize to serve current customers better and attract new ones.
Send us a note for more information on executive leadership and hiring best practices. And, one of our executive recruiters will follow up promptly.