Back in the early 2000s, when I was a workaholic media executive, I was promoted to a management position. I was 25 years old, completely immersed in my career, yet battling stress levels that were through the roof. Managing my own sales team had always been a goal, and I felt the promotion was well-deserved.

But beneath the surface, I was struggling. Imposter syndrome loomed large, and I was far from ready for the responsibilities of middle management. Not only did I have to navigate the delicate task of managing former peers, but I was also juggling constant requests for reports, quarterly forecasts, and other demands from senior management. Something no one had prepared me for.

A Bit of Context

I worked as an Advertisement Manager for a large publishing company, which at the time was a big name in magazine publishing. If you were around in the late ’90s, you’d probably recognise some of their titles: FHM, Q, Smash Hits, and Heat. My role was to lead the advertising department for Internet Magazine – a now-closed but much-loved title dedicated to the newly emerging online world.Looking back, it does seem a bit crazy to print a paper magazine about the Internet, but hey, that was back then!

I became its Advertising Manager in April 2000, just before the dot-com bubble spectacularly burst. The fallout was swift and brutal, wiping out many of our advertisers overnight. One month they were booking £10,000 campaigns; the next, they were gone.

On top of this, I had inherited a team. For some, my promotion to manager wasn’t an issue, but for others, the transition was far from smooth.

Management Training

The company invested heavily in training, and I attended courses on employment law, handling difficult team members, and general management for new managers. I can’t fault the organisation’s support in this respect – it was comprehensive and useful.

However, the training had its limitations. It was a one-size-fits-all approach, and while it equipped me with some helpful tools, it didn’t address my specific challenges. I eventually decided to step away from management roles altogether, choosing instead start my own business after starting a family.

I wonder though, what road my career would have taken if I’d taken a different approach to leadership.

A Common Trend

My story isn’t unique. In September 2024, a report by recruitment consultancy Robert Walters found that 52% of Gen Z employees have no interest in becoming middle managers. Many cited the stress of the role as a key factor, preferring to forge individual career paths instead.

This reluctance poses a real challenge for businesses struggling to attract and retain talent for key leadership positions.

Middle managers, as highlighted in this McKinsey report, play a pivotal role in the success of any organisation, yet they often receive insufficient investment and support. Their contribution in  change management within a business is important, developing capacity and productivity when it’s needed most.

Maybe it’s time for business owners and senior leaders to prioritise investment into developing and nurturing this group of professionals.

What’s the Solution?

Looking back, while the training I received was really good, it wasn’t enough. With the benefit of hindsight, I realise that having a coach could have made a significant difference.

In the early 2000s, coaching for middle managers wasn’t widely available. It certainly wasn’t on my radar. It was often seen as something reserved for CEOs or top executives. But times have changed. Today, coaching is a vital tool for individuals and businesses looking to support and develop their leaders.

How Coaching Could Have Helped Me

I’ve been reflecting on my own early management career and the gaps in the support I received (or didn’t think to ask for that support) I’ve put together a list on how coaching might have transformed my experience:

• Navigating Difficult Conversations: I could have learned strategies for addressing challenging issues with team members more effectively.
• Managing Up: A coach could have helped me communicate better with senior management, reducing the feeling of being overwhelmed.
• Overcoming Imposter Syndrome: Building confidence in my decision-making would have allowed me to act more decisively.
• Clearer Communication: Coaching could have sharpened my ability to express myself with clarity and purpose.
• Playing to My Strengths: Instead of trying to fit into a mould that didn’t suit me, I could have built on my natural strengths.

Is Coaching Right for You?

If any of these challenges resonate with you, it might be time to consider coaching. Companies like knowledge-weave specialise in coaching programmes tailored to middle management, helping individuals like you navigate the demands of leadership with confidence.

For a no-obligation conversation, click here to learn more about how they can support you.