Reimagining Middle Managers: Coaching for the Future of Work

The workplace has evolved—and it’s rebelling against the traditional middle manager experience. For decades, middle managers were seen as the backbone of organizations, tasked with enforcing rules, overseeing productivity, and ensuring alignment. But in today’s workplace, these traditional roles are being questioned.

In an effort to cut costs, many companies are eliminating middle management, flattening hierarchies, and redistributing responsibilities across teams. At the same time, employees and teams are calling for greater autonomy and independence. Inspired by network-centric structures popularized by tech companies, organizations are rethinking leadership models to emphasize collaboration, flexibility, and innovation over rigid, hierarchical control.

These changes reflect a larger rebellion against the traditional structures of management. But is the rebellion succeeding?

• Are organizations truly reducing costs—or simply spreading them across teams in ways that are harder to track?

• Does this shift empower teams—or does it burden them with administrative tasks that detract from the team’s core work?

• Most importantly, have organizations sacrificed the expertise of middle managers, creating a leadership void that autonomy alone cannot fill?

  
  

The Future of Work isn’t about eliminating roles—it’s about evolving them. The outdated approach of managing through control and directives is giving way to a new era of leadership that emphasizes coaching, collaboration, and empowerment. Growth and skills can be nurtured, and leadership remains essential—but in forms that inspire rather than dictate.

Case in Point: Morning Star’s Self-Management Model

Consider Morning Star, a leading tomato processing company that has thrived using a self-management model. The company operates without traditional managers, relying instead on Colleague Letters of Understanding (CLOUs) to align work.

Each employee at Morning Star creates a CLOU, outlining their personal mission, responsibilities, and how their work connects to the organization’s goals. These agreements are updated annually and require collaboration with colleagues, who must agree on the commitments. This system empowers employees to take full ownership of their roles and aligns with the company’s core values of autonomy and accountability (CorporateRebels).

Morning Star’s model has proven highly successful for their business and is an excellent example of how self-directed teams can work in practice. For organizations inspired by this approach, the question becomes: What does autonomy mean to your team?

Each company must determine the balance that works for them. Some may adopt a model similar to Morning Star, where teams take on significant administrative responsibilities. Others might explore ways to provide additional support or structure without undermining autonomy. As discussed below, reimagining traditional roles to include coaching and facilitation can help organizations strike the right balance between independence and alignment.

Coaching Meets Expertise: The Evolution of the Middle Manager in the Future of Work

While some responsibilities traditionally held by middle managers have been redistributed across organizations, others remain critical—and irreplaceable. However, the way these responsibilities are carried out should shift from doing to facilitating, guiding, and empowering.

Here’s how middle managers, reimagined as Organizational Coaches, could collaborate with teams and leadership to create a thriving workplace:

• Translating Vision into Action → Facilitating Alignment

  Organizational Coaches could work with teams to understand organizational goals and help them identify ways to translate those goals into meaningful, actionable steps.

  • Coaching Approach: Instead of dictating a strategy, they could collaborate with teams to co-create plans that align with broader priorities.

    
    

• Providing Accountability → Supporting Transparency

  Rather than enforcing performance standards, Organizational Coaches could co-create systems of visibility, enabling teams to self-manage their progress while offering support when needed.

  • Coaching Approach: They could guide teams to reflect on their progress, identify obstacles, and course-correct collaboratively.

    
    

• Conflict Mediation → Fostering Collaboration

  When tensions arise, Organizational Coaches could help teams navigate challenges constructively, encouraging open communication and shared problem-solving.

  • Coaching Approach: They could serve as neutral facilitators, empowering teams to address issues in a way that strengthens trust and cohesion.

    
    

• Coaching and Mentorship → Empowering Growth

  Organizational Coaches could focus on helping team members grow by identifying opportunities for development and encouraging autonomy.

  • Coaching Approach: Through regular one-on-one conversations, they could support employees in setting goals and navigating challenges while building their confidence.

    
    

• Connecting Teams to Leadership → Bridging Alignment

  Acting as a conduit between leadership and teams, Organizational Coaches could ensure alignment by fostering transparency and creating shared understanding.

  • Coaching Approach: They could engage teams in reflective discussions that connect day-to-day work to organizational goals, ensuring clarity and purpose.

    
    

The Shift from Doing to Facilitating

This shift from managing to facilitating is not just a change in language—it’s a transformation in mindset. The modern workplace thrives on collaboration, shared accountability, and transparency. Middle managers who adopt these coaching principles could be uniquely positioned to bridge the gap between independence and alignment.

Why This Matters

The rebellion against traditional middle management reflects a desire for workplaces that value autonomy, flexibility, and innovation. But as organizations experiment with self-management, they should consider the broader implications.

• Has the elimination of middle managers truly reduced costs—or has it redistributed responsibilities in ways that strain teams?

• Are self-managed teams thriving—or struggling under the weight of administrative and strategic responsibilities?

• And most importantly, what does leadership look like in the Future of Work?

  
  

By reimagining middle managers as Organizational Coaches, companies can strike a balance between autonomy and alignment, giving teams the freedom to innovate while receiving the support, guidance, and expertise of an Organizational Coach.

Looking Ahead

Empowering teams and reimagining leadership is just the beginning. But as organizations grow, new challenges emerge: How can this model scale across larger organizations and more complex structures? In the next blog, we’ll explore how Organizational Coaches can help teams thrive at scale, fostering collaboration, innovation, and alignment across even the most complex organizations.

Closing Thought

The evolution away from traditional management isn’t a loss—it’s an opportunity. By shifting from doing to facilitating, guiding, and empowering, Organizational Coaches bring the best of both worlds: the expertise of traditional leadership and the adaptability needed for the

Future of Work.

Start Your Journey

Curious about how coaching can transform your organization and empower your teams? Let’s talk! Book a free 15-minute consultation to explore how reimagined leadership can help your team thrive in the Future of Work. Schedule Your Free Consultation Today!