Middle managers have always had it tough. In short, their managers are poster children for Zenger & Folkman’s research findings published in Harvard Business Review : Managers who are rated highest on balancing relationships with results saw 62% of their employees of all ages willing to give extra effort and only 3% quietly quitting. They suck up the toll it takes on their mental health as their latest boss sends them into new black holes, tightens the micromanagement screws, and becomes increasingly distant. They invest extra time to learn new skills, tools, and technology, but are never fully supported. Millennials and Gen Z-ers buy into the on-the-fly structure of needing to be super nimble to get work done – within and outside of their loosely-defined job descriptions. As they’re adorned with cute company swag, they work for different bosses giving them different direction (mainly on site since the companies were anti-remote even though the jobs were very tech intensive). In the companies I’ve consulted for the last few years, I’ve seen a lot of talent quit on their managers.
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