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Re-defining Middle Management

Middle managers have received a bad press. Several surveys point to difficulties in the “middle” of an organisation. How would you define your middle – entrenched, enriched, encircled, expanding? With questions about the effectiveness of middle managers, are they on borrowed time? Or, have we made their jobs impossible – discouraging innovation and knowledge creation by organisational and resource pressures? Perhaps it’s time to re-think the role of middle managers. This guide will help you to do that, and help middle managers to move from the middle-ground to the high-ground!

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Product Description

Content: 26 pages and 5 tools

Format: Downloadable pdf with in-text, hyper-links for easy navigation.

This guide proposes a re-think of the way we view the middle manager’s role. Rather than viewing them in the “middle”, Re-defining Middle Management puts them where they belong, at the creative heart of the organisation.

This guide will help you to:

  • Review the pressures and difficulties of the middle manager role.
  • Identify the strengths of middle managers.
  • Explore a different emphasis on middle management.
  • Develop the critical middle manager’s role at the heart of an organisation.


  •  The middle introduced
  •  Managing in the middle
  •  Managing in the muddle
  •  Managing tensions
  • A different picture of middle managers
  • The core or heart of the organisation
  • From middle, to muddle, to make the most…


  • Tool 1: Diagnosing middle management issues
  • Tool 2: How is the middle manager’s role changing?
  • Tool 3: Recognising effective middle managers
  • Tool 4: Thinking differently about the middle manager role
  • Tool 5: Making the most of the middle management role