Differences in senior ranks affect managers
The presence of strong fault lines in the top echelons of companies is a bigger factor than the often-cited role of job satisfaction in middle manager retention.
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IN almost all but the smallest businesses, middle managers play a crucial - yet often under appreciated - role in shaping a firm's performance. Middle managers are the essential link for turning strategy into action; they drive process improvement by synthesising information and channelling initiatives upwards; and they help effective implementation by aligning goals and efforts between different levels of the organisation.
On the flip side, losing effective middle managers can hamper a firm's efficiency, shrink the talent pool for potential future top managers of the business, and risks haemorrhaging industrial know-how to rival firms.
Given their importance, most senior business leaders understand that retaining great middle management talent is a key part of sustaining their firm's competitive advantage.
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