In my leadership and consulting work with not-for-profits, health organizations, and social service agencies, I’ve had the privilege of supporting middle managers who are navigating complex roles with courage and commitment. I’ve seen how confident, capable leaders often find themselves without the practical support they need to thrive. I’ve also witnessed the transformative impact that responsive, context-aware leadership development can have—not just on individual managers, but on entire organizational cultures.

Middle managers are expected to guide teams, make decisions, and embody organizational values, yet many are navigating these expectations without the infrastructure to support their growth. For senior leaders, the challenge isn’t just identifying high-potential talent—it’s creating the conditions where that talent can flourish. That starts with listening, not just to teams, but to the managers themselves.

Supporting middle managers is also a key lever for advancing equity and inclusion. When development efforts are attuned to diverse lived experiences and systemic barriers, organizations are better positioned to cultivate leadership that reflects and responds to the communities they serve.

When leaders take time to understand what new managers are experiencing, they gain insight into the real barriers to effective leadership. These might include unclear expectations, limited access to mentorship, or a lack of confidence in handling complex interpersonal dynamics. Listening to people can become a strategic lever. It allows your organization’s leaders to move beyond one-size-fits-all training and toward responsive leadership development.

Here are five practical ways to support new managers:

1. Build a Trust-Based Culture

New managers need to feel they can ask questions, admit uncertainty, and share feedback without fear of judgment. A trust-based culture encourages openness and learning. Leaders can model this by sharing their own leadership missteps and lessons learned.

2. Offer Just-in-Time Learning Tools

Instead of overwhelming new managers with dense manuals or multi-day workshops, provide short, targeted resources they can access when needed—like quick guides on performance conversations, equity-informed decision-making, or conflict resolution.

3. Create Peer Learning Networks

Facilitate regular spaces where new managers can connect, share experiences, and troubleshoot challenges together. These networks foster community and normalize the learning curve.

4. Make Feedback a Two-Way Street

Encourage new managers to share what’s working and what’s not. Leaders should actively solicit input on onboarding processes, training content, and team dynamics. This not only improves systems but reinforces that their voice matters.

5. Customize Support to Local Realities

Whether managing in a rural health setting or an urban not-for-profit, context matters. Tailor support to reflect local regulations, community needs, and sector-specific challenges. This makes learning relevant and immediately applicable.

The Benefits to Individuals and the Overall Organization

When senior leaders invest in supporting middle managers, the returns are both strategic and deeply human. I’ve seen how well-supported managers drive stronger team performance, reduce turnover, and create more resilient, adaptive organizations. They become more effective at translating strategy into action, navigating complexity, and fostering cultures of accountability and care. But beyond the metrics, there’s also something deeply gratifying about watching someone grow into their leadership. I’ve felt that satisfaction myself—seeing a once-hesitant manager step into their voice, lead with clarity, and build a thriving team. Supporting middle managers isn’t just a smart investment—it’s a reminder of why we lead in the first place.

Need coaching and support in actioning these supports? Please reach out to Michelle for more information.