Building Strength in the Messy Middle
The managers who bridge senior leadership and frontline teams play a vital role in shaping organizational success. Many of these professionals have been promoted from an individual contributor position into leadership for the first time or are in an elevated leadership role without the necessary guidance and training to address increasingly complex challenges and systems. These leaders execute strategy, engage teams, and navigate competing priorities. Despite these leaders’ critical contributions, organizations often underinvest in leadership development at this level, leaving these managers without the tools to thrive.
Often referred to as the "messy middle," this group of leaders is pivotal in organizational success, yet many times overlooked in leadership development efforts and investment. The consequences of this neglect are significant: disengagement, siloed teams, and high turnover. According to Gallup's State of the Global Workplace: 2024 Report*, only 30% of managers and 23% of employees worldwide were engaged in 2023. Addressing this gap isn’t just about fixing problems—it’s a chance to strengthen organizational culture through collaboration, resilience to change, and cross-functional alignment.
The “Messy Middle”
We like to think of the “messy middle” as any level of leadership that is between executive leadership and individual contributors. There may be many layers of leadership in the “messy middle.” And if you are one of those leaders, please don’t be offended by the term “messy.” We take this from Brené Brown's (and others’) concept that the “messy middle” of a journey or a learning experience is where the magic happens.
“The middle is messy, but it’s also where all the magic happens, all the tension that creates goodness and learning.”**
We think the same way about the leadership journey. One never has it all figured out, but knowing that the middle is going to have life lessons and that most people are not born knowing how to be a great leader.
Rethinking Leadership Development
To truly support this critical group of leaders, organizations need to go beyond traditional approaches. Leadership development should focus on closing skills gaps with practical tools to lead effectively, build trust, and drive results immediately. Some of the most impactful areas for development include:
Self-Awareness: Helping leaders recognize their strengths and improve communication and decision-making.
Crucial Conversations: Teaching skills to build trust and psychological safety through honest, empathetic dialogue.
Change Management: Guiding teams with clarity and confidence through times of uncertainty and transition.
Team Effectiveness: Breaking down silos and fostering collaboration to enhance overall performance.
At Bryant Group, we believe leadership development is not a remedial process—it’s a strategic investment in the organization’s future. Research supports this: high-engagement teams experience 70% higher employee well-being and significantly greater productivity, profitability, and bottom-line results compared to low-engagement teams.
The Organizational Ripple Effect
When organizations prioritize developing this group of leaders, the impact is undeniable.
In Gallup’s 2024 meta-analysis, it was revealed that highly engaged teams outperform their peers across critical metrics, including:
78% fewer absentee days
51% lower turnover in low-turnover organizations
23% higher profitability
The benefits go beyond numbers. Managers who serve as "engagement-creating coaches" foster behaviors that lead to extraordinary outcomes, such as collaboration, accountability, and proactive problem-solving. Conversely, disengaged managers often create environments that lead to higher stress and dissatisfaction among employees. For example, 54% of actively disengaged workers report high levels of daily stress, undermining their productivity and overall wellbeing.
The data is clear: investing in leadership development—especially for those in the messy middle—has a transformative impact. Organizations that empower their managers to create conditions for their teams’ success and well-being see improvements in financial performance, employee retention, and overall organizational culture.
Leadership development isn’t just about training individuals; it’s about strengthening teams and building a resilient, high-performing organization.
Learn more about Bryant Group’s lead program
Sources:
*Gallup, State of the Global Workplace: 2024 Report
**(Brown, B. (Host). (2020, September 2). Brené on Day 2. [Audio podcast episode]. In Unlocking Us with Brené Brown. Cadence13. https://brenebrown.com/podcast/brene-on-day-2)
