Mid-Career Development: Three Priorities for Managers

Mid-career managers occupy one of the most important positions in an organization. They translate strategy into action, communicate employee needs to senior leaders and keep work moving across competing priorities.

We call them the Mighty Middle.

But success in the middle does not automatically prepare a manager for the next level. Greater responsibility requires a shift from managing work through individual expertise to leading people through communication, judgment and influence.

As we work with middle managers and the organizations developing them, three mid-career development priorities consistently emerge: leadership skills, strategic relationships and individualized coaching.

It’s that time of year for budget reviews and planning as a new year begins to take shape. And as companies consider priorities and corporate strategies, it’s a good time to also align individual’s growth and priorities.

Mid-Career Development Priorities is part 2 of our 3-part series focusing on trends, priorities, and insights to help align personal growth with business priorities for the year ahead.

For some time, I’ve referred to managers in their mid-career years as the Mighty Middle. And I can’t think of a time when the phrase has been better suited to middle managers than today. I’m just not sure if the significance is more about the Mighty or about being in the Middle…because both are true!

Middle managers have always been a mighty muscle and influencer in companies. In the last two years, we’ve strained that muscle by expanding their roles and asking them to manage everything from mental health to physical health and well-being. They were given very little training to do it, but they did it. And many developed a whole new skill set in the process.

Then, we began to reset work structures. And as hybrid models emerged, managers were stuck in the middle. They’ve been squeezed between top leaders who want some semblance of an office setting to return, and most employees who want to keep their blended style of working and managing life on a flexible schedule. The friction intensified with the great resignation, and most of these managers picked up the slack, shifted the work and altered the way their teams would function.

They are the unsung heroes of the last three years. But the looming question is whether the last few years were energizing or exhausting to them? Are they motivated to continue growing as people leaders or are they likely to step away to avoid additional pressure? Companies have leadership gaps, and there is great opportunity for advancement. But it doesn’t feel great to step up to something you don’t feel qualified to do.

When you ask middle managers how they think about it, they talk about skill sets and development. While they like increased responsibility, they want to feel as if they have the support and experience to step up to new challenges. And the last few years haven’t provided a lot of time for that to happen. Companies have the desire to do it, but many are still focused on reset steps and culture that we identified in last week’s newsletter.

Middle managers need to take ownership for their own development and ensure that they feel qualified for the opportunities that are sure to come their way.

There are three priorities where we encourage middle managers to invest their time. Here’s a look at each priority with thoughts on how we’re supporting them.

The first priority is Skills.

Every day, companies look at a manager and decide whether the manager has the skills they need in a role. They can decide to develop a manager to expand the skill set or they can bring in a candidate from the outside who already has the skills. It depends on the momentum and pace at which a company needs to move. The shortage of candidates worked in favor of the internal managers, but it is shifting a bit.

We talked about learning and development priorities in our fourth book, Disrupted: How to Reset Your Brand and Your Career. Those priorities haven’t changed. The L&D team focuses on training needed to deliver top goals within a company. If you’re tied to the top goals, you may be a top priority for development. But if you’re working on a goal that’s lower on the list, you may not be the focus of the year.

You can take ownership by asking for development. Pay attention to shifts in company direction. Pay attention to who is managing some of the projects and the skill sets they have. You can gain experience without being in a role, and you can develop skills without waiting for the company to tell you that you need them.

We can help. If your skill gap is less about technical skills and more about influence and team dynamics, we can help. Last year, we introduced a workshop called Manager to Leader to focus on the skill sets needed to manage a bigger team and a broader responsibility. It sets the right foundation to help a new leader feel confident quickly and creates coaching circles that give the manager some bandwidth for input as they settle into a new role.

And our foundational programs can build confidence around increased visibility by providing skills to Lead Executive Conversations and Master Executive Presence within an organization.

The second priority is Relationships.

One of the benefits of leadership development programs within a company is the relationships built with peers. Over the last few years, companies have tried to continue the programs virtually, and the relationship aspect suffered. It’s harder to get to know people when you don’t have the downtime and social interaction together. And many companies are resetting to an in-person format to bring the relationship opportunities back.

But it isn’t just the relationships with peers that middle managers need to focus on. It’s relationships across the company that will make the difference in new opportunities. And that’s harder than it’s ever been. Because while people are returning, it isn’t an everyday, consistent schedule that brings easy interaction.

Leaders, a key group for most middle managers to interact with, aren’t as willing to connect as they have been in the past. And that’s because they’ve developed their own habits. They’re not around as much, so it’s harder to find 15 minutes to stop by. Every interaction takes a set appointment, and that’s a bigger commitment that’s harder to manage.

Today, it takes a lot of intention to build a network. In fact, it takes a plan to think about champions within a company and find creative ways to build relationships if the hallway conversations are limited.

We can help. We can help middle managers build plans for networking and gaining visibility across a company. In fact, we often do this with small groups of managers to ensure the leaders feel the investment works. There’s impact in numbers and bringing small groups of colleagues together helps a leader see value in the touchpoint as well.

And that leads to the third priority…Coaching.

We’ve seen tremendous growth in our coaching business and a lot of that has to do with a company’s attitude towards coaching. Coaching has become a great retention tool, and it’s the fastest way to help a manager gain confidence and support while taking on expanded responsibilities. Visibility leads to liability, and middle managers want to feel that they have the right tools and support to be successful in an expanded role.

Coaching can also offer feedback on a brand and help a middle manager understand how they’re seen within a company today. As a new leader, a manager can leverage a new opportunity to strengthen a brand or reset misconceptions.

We can help. In fact, in the last few years, we’ve doubled our resources to meet the added demand. If you’re a middle manager expanding responsibilities quickly, ask for coaching. It builds confidence and provides confidentiality with an objective partner who can talk through decision-making and offer a support system to build new tools and skills. And with SW&A, it’s access to the tools we know you’ll need.

The opportunities for middle managers have never been greater. But so are the risks. Experiences haven’t prepared most managers for those opportunities, and those who are succeeding got a little help along the way. It’s an exciting time to be a future leader. Take advantage of the opportunity and ask for the support you’ll need to be successful.

Why Mid-Career Development Matters

Early-career development often emphasizes foundational knowledge, reliable execution and learning how an organization works. By mid-career, the expectations begin to change.

Managers are expected to guide other people, influence across functions and make decisions with broader consequences. They may also be responsible for communicating priorities they did not create and balancing the expectations of senior leaders with the needs of their employees.

This is why middle managers have such a significant impact on organizational performance and culture. Employees often experience the organization through their immediate manager. Senior leaders depend on those managers to interpret strategy and identify what is happening throughout the business.

When middle managers are prepared, they create clarity and momentum. When they are underdeveloped or unsupported, the gap affects employees above and below them.

The Transition from Manager to Leader

A strong individual contributor is often promoted because of technical expertise and consistent results. Those strengths remain valuable, but they are not enough to succeed in a broader leadership role.

A manager may be able to solve every problem personally. A leader must build the judgment and confidence of other people.

A manager may know every detail. A leader must determine which details matter to the audience.

A manager may focus on the team’s immediate work. A leader must connect that work to priorities across the organization.

This transition requires new communication behaviors. Managers need to delegate clearly, give useful feedback, address conflict and represent their teams with senior audiences. They must also develop a point of view rather than simply report information.

Mid-career development helps managers make that shift intentionally.

Priority One: Strengthen Leadership Skills

Organizations evaluate managers based on what future roles will require, not only on how well they perform their current responsibilities.

A manager preparing for advancement should understand which skills are valued at the next level. That requires attention to changes in company strategy, leadership expectations and the capabilities demonstrated by people already succeeding in broader roles.

Development should include technical knowledge where needed, but most middle managers also benefit from strengthening the skills that allow them to lead through other people.

Communicate Beyond Your Function

Managers often develop a vocabulary and level of detail that work well within their own area. As visibility increases, they must communicate with people who have different expertise and priorities.

Senior leaders generally need to understand:

The main issue
Why it matters
The relevant risk or opportunity
The manager’s recommendation
What decision or support is needed

A detailed update may demonstrate knowledge while making it difficult for the audience to identify the point.

Mid-career managers should learn to lead with the conclusion, organize supporting information and adjust the level of detail based on the listener.

Lead Through Other People

New managers often continue doing too much of the work themselves. It feels efficient because they know the subject and can control the outcome.

But broader leadership requires a different measure of success. The manager must create the clarity and conditions that allow other people to perform well.

That means communicating expectations, delegating meaningful responsibility and giving feedback before a problem becomes difficult to correct.

Leadership through others involves:

Defining the desired outcome
Clarifying roles and responsibilities
Explaining why the work matters
Establishing decision boundaries
Providing appropriate support
Giving employees room to think
Addressing performance directly
Recognizing progress and contribution

Delegation is not simply moving work to someone else. It is a communication process that transfers ownership while preserving clarity.

Develop Executive Presence

Mid-career managers gain visibility as they interact with senior leaders, broader teams and external stakeholders.

Executive presence is not a personality type or a polished performance. It is the impression created by a leader’s consistency, clarity, confidence and judgment.

Managers strengthen their presence when they:

Enter conversations prepared
State their point of view clearly
Remain composed during disagreement
Listen before responding
Acknowledge what they do not know
Adjust to the audience
Connect details to larger priorities
Follow through on commitments

Presence develops across repeated interactions. One strong meeting can create a positive impression, but credibility is built over time.

Priority Two: Build Strategic Relationships

Relationships are an essential part of mid-career development. Managers need peers who can provide perspective, leaders who can offer organizational context and champions who understand their capabilities.

A strong internal network also helps managers work across functions. Many business challenges cannot be solved within one department. Managers must understand different priorities, build support and communicate recommendations in ways that create shared value.

Expand Beyond Your Immediate Team

Managers naturally spend most of their time with the people and projects closest to them. That can limit their understanding of the broader organization.

Intentional relationship building may include:

Participating in cross-functional initiatives
Asking colleagues about their business priorities
Requesting input before finalizing a recommendation
Attending internal development opportunities
Following up after useful introductions
Sharing information that helps another function
Volunteering for enterprise-wide projects
Scheduling periodic conversations with key partners

The goal is not to meet as many people as possible. It is to develop credible relationships through curiosity, contribution and consistent follow-through.

Build Relationships with Champions

A champion is someone who understands a manager’s work and is willing to advocate for that person when relevant opportunities arise.

Champions are not acquired by asking unfamiliar senior leaders to promote someone’s career. They develop through meaningful professional interaction.

Managers build these relationships by producing strong work, demonstrating sound judgment and helping leaders understand the value they provide.

They should also recognize the distinction between several professional relationships:

A manager directs work and evaluates performance.
A mentor offers advice and perspective.
A coach supports focused development.
A champion or sponsor advocates for someone based on firsthand knowledge of their abilities.

A healthy development network may include several people serving different roles.

Priority Three: Use Coaching to Accelerate Growth

The middle of a career can be an especially valuable time for coaching.

Managers have enough experience to recognize recurring challenges, but they are still shaping the leadership habits they will carry into more senior roles. Coaching creates a confidential setting to examine those habits and apply new approaches.

A coach may help a manager prepare to:

Lead a broader team
Communicate with senior executives
Influence across functions
Give difficult feedback
Delegate more effectively
Strengthen executive presence
Navigate a complex relationship
Establish credibility in a new role
Communicate through organizational change
Prepare for increased responsibility

Gain Objective Feedback

Managers do not always receive complete feedback inside their organizations. Employees may hesitate to be candid, while senior leaders may focus primarily on immediate business results.

Coaching provides another perspective. It can help the manager understand how other people may experience their communication and identify behaviors that could limit their impact.

The goal is not to replace the manager’s natural style. It is to help the manager use that style with greater awareness and intention.

Apply Development to Real Responsibilities

Coaching is most valuable when it connects directly to current work.

Rather than discussing leadership only in theory, a manager can apply new approaches to an upcoming executive conversation, employee issue or strategic recommendation. The experience becomes part of the development process.

This creates a practical cycle:

Identify the leadership challenge.
Consider the audience and desired outcome.
Prepare a communication approach.
Apply it in the real situation.
Evaluate the result.
Adjust the approach for the next opportunity.

Development becomes visible through changes in how the manager handles important moments.

Create a Mid-Career Development Plan

A mid-career development plan should connect future goals to specific skills, experiences and relationships.

Managers can begin with these questions:

What larger responsibility am I preparing to take on?
Which capabilities will that responsibility require?
Where do I have credible evidence of those capabilities?
Which skill gaps could limit my readiness?
What experience would allow me to practice?
Who can provide useful feedback?
Which relationships should I strengthen?
How will I measure progress?

From there, select a small number of actions for the next 90 days.

Those actions might include leading a cross-functional initiative, requesting feedback after an executive conversation or delegating responsibility for an important project.

A development plan becomes effective when it changes what the manager does, not only what the manager intends.

How Organizations Can Develop Middle Managers

Managers should take ownership of their growth, but organizations also have a responsibility to prepare the people expected to translate strategy into results.

Organizations can support middle manager development by:

Defining the capabilities required at each leadership level
Providing development before a promotion
Connecting training to real business responsibilities
Creating peer coaching groups
Offering individualized coaching during transitions
Giving managers exposure to senior leaders
Providing timely, specific feedback
Creating cross-functional assignments
Preparing managers to lead difficult conversations
Clarifying realistic expectations for people leadership
Evaluating management workloads
Recognizing effective leadership behaviors

One workshop cannot address every leadership transition. Development should combine learning, application, feedback and continued support.

As always, we’re here when you need us.

Want a free 15-minute consultation with us to see how we can help you or your leaders? Book a call now!