Middle management is affected by a toxic workplace problem

Middle management is like the middle seat on a long-haul flight – squeezed between the company's lofty goals and the relentless demands of front-line employees, with no legroom to reach their own potential. They are often tasked with turning big visions and ambitious business goals into daily practice, but are often under-equipped and overworked to do so.

The problem of toxic work cultures, characterised by a “profit before people” mentality, has been discussed many times, but little has changed. The tragic death of a young EY employee in Pune is a harsh reminder that this “performance at any cost” mentality has real consequences. This toxic culture is not limited to one company or one industry – it permeates industries across India and beyond. And while the attention is often focused on senior leaders or frontline employees, it is the middle managers who silently accept the consequences and whose problems are too often ignored.

A McKinsey report found that companies with engaged middle managers are 2.5 times more successful in driving cultural change, while Harvard Business Review Data shows that companies with effective middle management have 25 percent lower turnover rates. In India, nearly 70 percent of middle managers report high levels of stress, largely due to unmanageable workloads and unrealistic goals.

Lack of training

The recent tragic incident is a cry for help from middle management. They are increasingly tasked with not only achieving the company's goals, but also managing the aspirations, pressures and unique challenges of younger team members. They have no training as managers and in most cases, when they move into middle management, it is their first leadership role. Lack of training in people management, emotional intelligence and conflict resolution leaves them ill-prepared for the task. HR departments need to step in, not with one-off sessions, but with sustainable support systems focused on building leadership skills.

Many companies boast about their cultural values ​​and make polished statements at management meetings. These noble ideals are supposed to be passed on to junior employees, but remain unattainable for those who are stuck in the day-to-day business. Culture is not something that can be stuck on a wall; it has to be lived in everyday interactions. Middle managers are expected to fill this gap, but often lack the means to do so.

Middle managers are ill-equipped to lead, coach or model the cultural values ​​they are meant to instill. Their frustrations often manifest in unhealthy ways, creating a trickle-down effect that fosters a toxic environment for the frontliners they lead.

The financial impact of a toxic work culture is enormous. High turnover, especially among new hires, is a costly problem. Most companies don't bother to calculate the financial costs of constantly changing staff. But much of this turnover is a direct result of leadership behavior driven by unrealistic performance demands. Senior leadership must make cultural change a priority. If companies continue to ignore this, regulations may be the only way to force change. The true measure of success is not profit margins, but the people who drive them. When humanity is lost in the corporate race, the cost is far greater than any company can afford.

Sridharan is a policy researcher and management consultant, and Affinwalla is an independent director on corporate boards.