In their recent report, Future of Work, which we explored as part of our series distilling various pieces of L&D insight and thought leadership, KPMG touched on one area in particular that we believe warrants further focus: the indispensable role middle managers play (and will increasingly play) in ensuring that new technologies like AI are deployed effectively, efficiently, and—most importantly—usefully by the front-line workforce.
Middle managers translate strategy into actions and outcomes for their teams. They are uniquely positioned to bridge the gap between high-level organisational objectives and the realities faced by employees on the ground. Their advanced understanding of the organisation’s operational environment places them in a pivotal role. They know, for instance, which performance metrics are likely to encourage (or deter) certain behaviours, and they have their finger firmly on the pulse of employee sentiment and engagement.
In many ways, middle managers are the unsung heroes of change management. They know, perhaps better than anyone else in the organisation, where productivity barriers exist. These insights enable them to do three crucial things:
1. Act as a communication bridge, translating broader ambitions and transformation goals for frontline workers into specific, practical changes that shape day-to-day roles.
2. Gather real-time feedback on how strategies are being implemented and adjust accordingly based on the nuanced, on-the-ground realities.
3. Become key change agents, not only recognising the need for transformation but also actively identifying where it is faltering and reporting on its progress.
The position middle managers hold in the centre of the feedback loop is critical, particularly in times of rapid change. They are not just intermediaries—they are integral to ensuring that changes take root and thrive within the organisation.
However, all this means that middle managers require the skills and capacity to balance their existing responsibilities with these additional expectations. They need to ‘look up’ from their operational duties to monitor broader environmental and organisational shifts. Therefore, effective delegation, efficient management of priorities, and a deep understanding of team dynamics become essential.
KPMG makes the valid point that, within the hierarchical structures most organisations employ, staff often need more permission to initiate change than senior leaders might realise. Without strong support from middle managers, frontline staff may feel disempowered or reluctant to experiment with new ways of working, especially when it comes to integrating AI and other advanced technologies. The spectre of AI remains intimidating for many, and middle managers play a critical role in fostering a psychologically safe environment where AI is viewed as an opportunity, not a threat.
All of this leads to a clear conclusion: middle managers need targeted support to equip them for their evolving role, particularly when it comes to acting as this key organisational bridge. As KPMG suggests, it’s important to ask the right questions to assess middle managers’ happiness and effectiveness, as well as to reflect on the best ways to support them. Are there skills gaps, and can targeted training close them? Is there a lack of motivation, and what will increase it? Do KPIs align with the right goals? Are they overwhelmed? Do they have access to the resources they need? And finally, are they empowered to take the necessary actions that will drive the organisation forward?
By addressing these questions and providing middle managers with the tools, training, and empowerment they need, organisations can ensure that the adoption of AI and other transformational technologies is not only smooth but also truly impactful.
A leadership development programme is one of the most complex learning projects that an organisation can undertake, but also one of the most impactful. Improved management and leadership unlocks huge performance gains and, with over 20 years of experience supporting customers on this journey, we can design and deliver one that engages your learners, meets your exact requirements and reflects your organisational vision, values & culture.
To arrange an open, informal discussion about a programme to support your middle managers with the skills and behaviours mentioned above (including accredited qualifications and/or Levy-eligible management apprenticeships, if desired) get in touch via the enquiry form on our our Talk to Us page or sending us an email.
