The Squeezed Middle Manager

The Middle Manager Squeeze: How to Lead from the Center Without Breaking

Middle managers sit at one of the most paradoxical points in any organization. Tasked with delivering strategic objectives set by senior leadership while simultaneously supporting, motivating, and protecting their teams, they often find themselves in what’s known as a “squeeze position.”

This tension is not just operational—it’s emotional and relational. It’s no wonder that middle managers frequently report the highest levels of burnout, role conflict, and job strain across organizational hierarchies (Sandal et al., 2021). And yet, when empowered and equipped, they are also among the most influential drivers of culture, engagement, and execution.

So how can middle managers cope with this pressure—and more importantly, thrive in it?

Here’s a nuanced look at what it takes.

1. Reframe the Role: From Transmission to Translation

Rather than simply relaying messages from the top or shielding their teams from pressure, effective middle managers act as translators. They interpret strategic intent and transform it into locally meaningful action. This involves understanding the ‘why’ behind leadership decisions and communicating them in a way that aligns with the team’s context and motivations and framing team concerns as constructive input—positioning feedback as an opportunity to improve rather than resistance to change.

This dual-directional fluency makes middle managers not just intermediaries, but interpreters and integrators—a crucial distinction supported by research on boundary-spanning roles.

2. Cultivate Psychological Flexibility

The squeeze is as emotional as it is strategic. Middle managers must learn to hold competing truths—being loyal to their team while remaining committed to broader organizational goals, navigate ambiguity and adapt in the face of conflicting expectations and respond with reflection, not reaction, especially under pressure.

Psychological flexibility—a key concept in Acceptance and Commitment Therapy (ACT)—has been associated with lower stress and greater resilience in workplace leadership (Bond et al., 2013). Mindfulness practices and coaching seem to be powerful tools for developing this inner agility.

3. Establish Boundaries and Communication Norms

Unclear boundaries exacerbate the stress of middle management. To lead effectively from the middle, managers should clarify non-negotiables—what’s mandated versus what’s adaptable, practice transparent communication—sharing what they can, and explaining when they can’t and adopt structured routines—such as weekly touchpoints—to reduce reactive communication and create space for strategic dialogue.

In my book on Sustainable leadership (2017) I wrote about what to hold on to and what to keep. Managers need to focus on values, progress and be available when there are exceptions to be dealt with. But the less leaders interfere the better.

This approach helps reduce the cognitive and emotional load of constantly mediating between layers.

4. Strengthen Peer Networks

Middle managers often operate in silos—but they don’t have to. Cross-functional peer networks offer a space to reflect without judgment, a venue to exchange strategies for navigating similar challenges and a coalition for collective influence, allowing for shared escalation of systemic issues.

Peer learning groups, when structured intentionally, can dramatically improve both coping and innovation

5. Develop a Strong Upward Influence Skillset

Middle managers often underestimate their power to influence upward. But influence flows in both directions. To lead up effectively, managers can:u se data and insights to negotiate expectations, frame upward communication in terms of strategic alignment and organizational benefit—not just obstacles and learn the language of senior leadership—understanding what drives them helps tailor influence efforts for maximum impact.

Mastering upward influence increases not only personal efficacy but also the voice and value of the team.

6. Invest in Personal Resilience and Development

Middle managers give so much in both directions that their own development often falls last. But sustained effectiveness requires time for strategic thinking—not just putting out fires, access to growth opportunities—through coaching, training, or mentoring and Well-being support—because there is a lot of sufferinga when the middle is unsupported.

Resilience is not just individual; it’s systemic. Organizations that prioritize the health of their middle managers reap the rewards in agility, engagement, and execution.

Middle managers aren’t just stuck in the middle—they are strategic leverage points. When organizations invest in their capacity, clarity, and community, everyone benefits.