Middle managers play a central role in the core activities and success of any organisation. Often in their first managerial role, they must have experience, a sense of self-worth, savvy and skill to balance on these rungs. Their roles require great resilience, enabling them to answer to senior managers whilst maintaining a strong team. However, according to recent research, middle managers are also the most likely to have their development needs overlooked, suffer from stress and work longer hours than anyone else.

Employers who get it wrong, risk underdeveloped, disengaged middle managers doing huge damage to an organisation. Those who get it right, however, can expect engaged middle managers who can inspire, get the best results and sustain an organisation.

Actions for maximising middle manager potential need to focus on:

1. Engagement
Ensure that your middle managers fully grasp your organisation’s aims, strategy and agenda. Remember that they need to be your frontline advocates.

2. Role clarification
It is crucial that middle managers understand their role within an organisation, in order to recognise how to optimise their performance.

3. Development needs
Middle manager learning needs are frequently overlooked in favour of senior management coaching and graduate training. Look at the core skills needed to succeed as a middle manager, such as leadership and influencing.

4. Mentoring
An effective way to combat the isolation middle managers can experience. Mentoring can provide the adequate support that such individuals often require.

5. Goals
Goal- and objective-setting for middle managers should increase their motivation and ability to focus on the job in hand.

6. Stress
As a key symptom of middle management, stress can seriously affect an individual’s ability to effectively fulfil a role. Encouraging energy- and time-management and smart delegation should reduce some of the common causes of workplace stress.

7. Time management
Encourage middle managers to follow the 80:20 rule, whereby they should aim to spend 80 per cent of their time on ‘people activities’ in meetings, negotiations and making connections, with the remaining 20 per cent of their time being spent at their desk.

8. Prioritising and delegating effectively
It is crucial that individuals are equipped with the skills to manage projects and delegate to others effectively.

9. Internal mobility
Some middle managers may become disengaged from an organisation because they are disengaged from their role. If a valued individual’s skill set matches an alternative role, consider moving them as a means to retaining their talent.

10. Work/life balance
Middle managers are renowned for working the longest hours in an organisation. However, to maintain a healthy, happy middle manager, it is imperative to encourage life beyond work.