by Bill Schaninger, Bryan Hancock, and Emily Field. Copyright 2023 Harvard Business School Publishing Corporation. All rights reserved.
A survey McKinsey conducted of 700 middle managers shows just how serious the problem is across a range of industries. Almost half of managers in the United States, and 42% globally, said they disagreed or were unsure whether their organizations had set them up to be successful managers of people. But right now, many managers are simply not equipped to take on the challenge. That’s because the headwinds they face are just too strong. In talking with middle managers, some common themes emerged:
A word that middle managers used a lot: trust. They want their bosses to trust them to get things done and make changes in their own way, and that’s how they gain the trust of their team. But all too often, they don’t feel they are receiving that trust from above. The time is right to focus on managers because the nature of work is changing at a breakneck pace, requiring a new set of people skills. Workplace communication, while easier than ever because of advanced technology, is also more abundant, complex, and confusing than ever. Automation is altering which tasks can be done by humans and which by machines, making some people’s jobs obsolete.
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