The Big Squeeze – Managers in the Middle
Middle managers are often promoted for being reliable. But once in the role, they’re juggling expectations from both sides - and often without the tools they need. One-off training doesn’t cut it. What works? Slowing down to learn, reflect, and try again. Real leadership takes more than information - it takes practice, insight, and space to grow. If we want strong senior leaders tomorrow, we need to support our middle managers today - with learning that sticks.
Middle managers live in the tension between the demands from above and the needs of the team below.
They’re expected to translate strategy into action while supporting individuals, resolving conflict, hitting performance targets, and maintaining morale.
It’s a lot.
Often, these managers are promoted from within. They know the work, they’ve earned trust, and they’re seen as dependable. But that very familiarity can complicate their transition into leadership. One day, they’re shoulder to shoulder with their peers. The next, they’re expected to lead those same colleagues - sometimes without clear guidance, authority, or the confidence that they’re “doing it right.”
The shift from being part of the team to leading it can be disorienting. The social contracts they built others as “one of the gang” can feel like something they need to protect. This can lead to hesitation around holding boundaries, having hard conversations, or asserting authority. Add to that the pressure from senior leaders to deliver results, and it’s no wonder middle managers often feel squeezed from both sides.
What makes the difference?
Not a one-day course. Not a checklist. Not crash course training.
Real leadership development takes time.
It requires space to reflect on personal patterns - how one reacts under stress, how decisions are made, and how communication shifts in different environments. It involves seeing where trust breaks down on a team and understanding what drives - OR - derails collaboration.
It takes courage to look in the mirror and ask:
Where am I getting in my own way?
How do I lead people who are different from me?
What kind of leader do I actually want to be?
The best learning opportunities don’t flood people with content - don’t even get me started on content! As a society we are overrun with hacks and how to’s, digital boards and save lists that are overflowing but not being utilized.
The best learning opportunities - create stretch moments.
They invite challenge, yes, but also provide space to practice, to misstep, and to try again.
They build awareness around different workstyles and motivators, help identify emotional triggers and strengths, and deepen insight into how trust is built (and broken) in teams.
This kind of paced learning helps a manager move from managing the work to leading the people.
If we want our middle managers to grow into senior leaders and not just survive the squeeze, we need to invest in learning that’s intentional, paced, and rooted in real-world application.
Their development isn’t a checkbox. It’s a commitment.
Meaningful Employee Recognition Starts with Knowing Your People
Recognition at work isn't one-size-fits-all. What makes one person feel proud might make someone else feel awkward. That’s why personalized employee recognition matters, because people feel seen when the praise fits them. Tools like DiSC help leaders figure out what kind of recognition actually works. It’s not about the loudest cheer. It’s about knowing your people well enough to say “I see you,” in a way that feels right.
Imagine giving someone a standing ovation… only to find out they hate public attention. Or gifting a high-performing employee a generic branded mug, when what they truly crave is a quiet, sincere “thank you” tied to their values and effort.
When recognition misses the mark, it doesn’t just fall flat - it can quietly erode trust and motivation.
In many workplaces, recognition is part of a formal program. There are rules, systems, and sometimes even a catalogue of gifts to choose from. But here’s the problem: when recognition becomes too generic, it misses the mark.
As the Reimagining Recognition in Alberta report says, “Recognition that lacks personalization or thoughtful delivery risks being seen as inauthentic, or even impersonal” (p. 15).
If we want people to feel valued, we need to understand how they want to be recognized.
That’s where tools like DiSC come in.
DiSC is a simple framework that helps us get to know people’s work styles. While most of us are a blend of styles, one usually leads the way.
Here’s a quick look at what different styles might prefer:
D (Dominance) types want results. They value direct, to-the-point praise that shows how they made an impact.
I (Influence) types enjoy being noticed. Public recognition, a shout-out at a team meeting, or a fun group celebration goes a long way.
S (Steadiness) types care about people and stability. Quiet, personal thanks—especially one-on-one, means more than a flashy prize.
C (Conscientiousness) types value quality. They appreciate thoughtful, specific praise tied to their effort or attention to detail.
But remember—no one fits neatly in one box.
That’s why good leaders take the time to really know their team. True leaders value the relationship and make efforts to curate an understanding of their people. Not just their roles and tasks, but what makes them feel seen.
When recognition is:
Personal (based on who they are),
Timely (close to the moment it matters), and
Sincere (honest and from the heart),
…it sticks. It builds trust, connection, and a strong team culture.
How do you get started?
Consider what you know about your people. Explore tools like DiSC to enhance that understanding. Show purposeful curiosity by asking simple questions like:
“How do you like to be recognized?”
“What kind of praise means the most to you?”
Then, watch. Notice what lights them up!
Recognition doesn’t need to be big. But it does need to be meaningful.
And that begins with knowing your people.