Fix Middle Management

Alright, let’s cut to the chase. We’ve all encountered managers who leave us scratching our heads, right? It makes you wonder: how did they even get here? Turns out, there’s a real phenomenon at play, often called the Peter Principle. Essentially, people get promoted because they’re good at their current job, not necessarily the next one. So, they climb the ladder until they hit a role they just can’t handle. Sound familiar?

The data backs this up. Studies show that what makes someone a great individual contributor often isn’t what makes them a great boss. Think about it: the best salesperson might be terrible at leading a sales team. The consequences of this are serious. Bad managers stress us out, kill our engagement, and even impact our health. Plus, companies bleed money through high turnover caused by poor leadership.

And let’s be honest, the way many companies are structured doesn’t help. Especially in tech, management layers have ballooned. What started as a push for fewer bosses somehow morphed into a complex web of managers, sometimes with entire teams dedicated to tiny product features. While this might have spurred initial growth, it often becomes a slow, inefficient mess.

But it doesn’t have to be this way. Some companies, like Apple, Nvidia and X, have kept things leaner, proving that fewer layers can actually boost efficiency.

So, what can we actually do about this middle management problem? Here are some ideas:

For Companies:

• Seriously Rethink Your Structure: Do you really need all those layers? Cut the fat and create a more agile setup. (example: Twitter)
• Include some Training: Don’t just throw people into management roles. Equip them with real leadership skills – listening, communicating, giving feedback, and handling conflict.
• Try Sideways Moves: Before promoting someone up, see how they do in a different role at the same level. It’s a great way to test their adaptability and leadership potential.
• Consider a Wider Span of Control: Give executives more direct reports. It flattens the hierarchy and forces better communication. (example: Nvidia)
• Reward More Than Just Top Performers: Recognize and promote talent from all levels, not just the obvious high-flyers.
• Think Outside the Box with Promotions: It might sound crazy, but some research suggests experimenting with different promotion methods to see what works best.
• Maybe Consider an “Up or Out” Approach: For certain career paths, set clear expectations for advancement within a timeframe.

For Us (The Individual):

• Be Honest With Yourself: Before chasing that promotion, really think about whether you’d be good at it and if it’s what you actually want.
• Work on Your People Skills: Management is about leading people. Focus on becoming a better communicator, listener, and coach.
• Look for Leaner Companies: If you want more autonomy and impact, consider working for organizations with fewer management layers.