The overwhelm of middle management: Navigating a new generation of challenges and the risk of burnout

Keywords: middlemanagement, mentalhealth, leadership, newgeneration

Date: 22 October 2024, WorkLife Digital

As Gen Z increasingly enters the workforce, businesses and managers are grappling with a new set of challenges. While this younger generation brings fresh perspectives, creativity, and strong technological aptitude, it also introduces shifting workplace expectations that can affect productivity and efficiency if not managed effectively. The result is a growing strain on middle managers who often lack the training and support to adapt to these changes, leading to increased stress and the risk of burnout.

Skills and attitudes affecting productivity and efficiency

One of the key challenges middle managers face is the over-reliance on digital communication. Younger employees tend to favour messaging apps or email over direct, face-to-face conversations or phone and video calls. Coupled with poor listening skills this can lead to misunderstandings, delays in resolving issues, and missed opportunities for collaboration. Many managers express frustration with the time wasted in back-and-forth messaging exchanges when a simple conversation could have solved the issue more efficiently. While technically adept, some younger workers may lack emotional intelligence, such as managing interpersonal relationships, showing empathy, or reading social cues, which is critical for teamwork.

Another common issue is the perceived difference in resilience and grit among younger employees. Many managers report that younger workers seem less equipped than ever to handle high-pressure situations, continually turning to managers for guidance or giving up too easily when faced with setbacks, rather than learning through experience on how to deal with these issues. Their strong focus on work-life balance, while positive in many ways, often means they are less willing to “go the extra mile” during peak times compared to previous generations who may have prioritised work over personal time.

Some complain about a sense of entitlement among some young workers. We have seen a significant change in expectations from younger generations such as more rapid career advancement and greater rewards, and more regular promotions and salary increases than other generations have experienced, without necessarily demonstrating long-term commitment or putting in the necessary effort. This new impatience for upward mobility, combined with frequent job-hopping, leads to high turnover rates, which disrupts team cohesion and continuity.

The pressure on middle managers

Middle managers play a crucial role in organisations, acting as the bridge between senior leadership and front-line employees. However, managing the mental health and different expectations of younger employees has increased the demands placed on them, with many struggling to cope.

According to research by Capterra earlier this year*, 75% of middle managers report feeling overwhelmed, stressed, or burnt out. The issue is compounded by the fact that 77% of middle managers receive little to no training when promoted to their roles, and 75% report rarely receiving ongoing support. Without the necessary tools and guidance, middle managers are left juggling administrative duties, team leadership, and individual contributor tasks, all while attempting to manage the different needs and expectations of a younger workforce. The result is a vicious cycle where experienced middle managers leave, younger employees lack mentorship, and organisations lose valuable leadership talent.

Why younger workers are reluctant to become managers

The pressures facing middle managers are not lost on younger employees, who increasingly show reluctance to step into these roles themselves. A survey by Robert Walters** found that 72% of Gen Z professionals in the UK preferred an individual route to career advancement rather than pursuing middle-management positions. Many view the stress, long hours, and relatively low rewards of management as not worth the cost to their mental health and work-life balance.

This reluctance is understandable given the growing demands on middle managers. Without sufficient support or incentives, younger employees see little appeal in taking on a role that comes with significant stress and responsibility, but limited personal and professional rewards.

Investing in managerial training and support

To address these challenges, businesses must invest in the training and support of their middle managers. Leadership is not an innate skill; it can and should be developed through comprehensive training programs. These programs should cover essential areas such as communication, problem-solving, accountability, and mental health support, equipping managers to navigate the complexities of their roles and better support their teams.

Beyond training, organisations must also take proactive steps to monitor how middle managers are coping with their workloads. Traditional well-being programs, such as fruit baskets or meditation apps, are not enough to address the deeper issues of stress and burnout. Instead, businesses should foster open communication, allowing managers to share feedback about their challenges and ask for help when feeling overwhelmed.

Technological tools like AI can also help ease the burden by streamlining administrative tasks and freeing up managers' time to focus on leadership and team development. Investing in technology that enhances productivity and improves communication can allow middle managers to manage their responsibilities more effectively without succumbing to burnout.

The younger generation of employees brings both opportunities and challenges to the workplace. Their values and expectations are reshaping how businesses operate, but without the right support, these shifts can strain productivity and put significant pressure on middle managers. By prioritising the development and well-being of middle managers, companies can ensure these key employees have the skills, resources, and support needed to lead effectively in today’s evolving work environment. In doing so, businesses can create a more resilient workforce and a healthier, more productive organisation.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

* www.capterra.co.uk/blog/4596/middle-manager-burnout-how-employers-can-support-them

** https://www.robertwalters.co.uk/insights/news/blog/conscious-unbossing.html