Prioritize wisely as a middle manager
Overview, Balance and Effective Management
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Released July 2025
As a middle manager, you balance expectations and demands from both employees and management on a daily basis.
Through my experience as a consultant, I’ve met many talented and committed middle managers who want it all – but often forget to take care of themselves in the process. Unfortunately, this is a worrying trend across the board: more middle managers are going down with stress.
Balancing demands and resources is crucial – not only for your own well-being, but also for the success of your team. This is where your management space comes into play: the tasks, decisions and relationships you directly influence are your most important resource to ensure a healthy and productive workday. Navigating this space clearly helps you prioritize and create profits without compromising results or well-being.
Clarify your management space: Know your core tasks and boundaries
The first step towards creating profits is to get clear on what is actually within your area of responsibility and where the boundaries lie. Many middle managers feel pulled in several directions precisely because the management space is undefined. By clarifying your core tasks and boundaries, you can get the necessary focus and prioritize your resources.
Practical approach:
Set aside time with your manager to review and clarify your key tasks and decision-making competencies.
Ask questions like:
" What am I expected to deliver? Which tasks are mine?
And when should I escalate to my manager?"
This meeting should not be a one-time event. Make sure to clarify on an ongoing basis so your management space can adapt to changes and new goals.
Tip:
Consider visualizing your responsibilities as a simple task or competency overview. This can give you a visual overview that makes it easier to say no to tasks that fall outside your area of focus and helps you stay on track.
Structure your time: Create a rhythm and make tasks visible
As a middle manager, your day is often filled with meetings, employee follow-up and administrative tasks. If you don’t actively structure your time, you run the risk that the
Practical approach:
Start by dividing your tasks into categories: for example, “daily operational tasks,” “strategic planning,” and “employee development”. Then block time in the calendar for each category. Make sure these blocks are visible in the calendar and inform the team of your focus times so they know when you’re available.
Tip:
Consider introducing “focus time” in your calendar at set times each week where you shut down emails and other interruptions. You may want to set aside this time for strategic tasks or for quiet time for deep concentration. If you don’t like the word “focus time”, find another meaningful term that makes sense for you and your organization.
Build strong relationships through communication and continuous feedback
Effective communication is one of the most important keys to a strong leadership space. Your relationships with both employees and colleagues in the organization are not just a matter of good vibes, but a crucial element of how you succeed in your tasks. Regular check-ins and follow-up conversations ensure that you are in tune with your team and can address challenges in a timely manner.
Practical approach:
Schedule short weekly check-ins with each employee. Here you can discuss goals, challenges and development. Similarly, monthly or quarterly meetings can be used for more in-depth dialogs. Feedback should be a two-way street – be open to your employees’ perspectives and encourage them to share their views.
Tip:
Consider using tools such as a weekly status email from employees summarizing the week’s successes, challenges and priorities for next week. This creates a simple and structured communication channel that can save time in meetings and create more clarity – even if you initially think it takes time to write!
Invest in self-development and reflection
In the busy life of a middle manager, self-development can easily take a back seat. But it’s important to remember that you, as a leader, are one of your most important tools. Reflection and development are essential to strengthen your leadership skills and ensure you can adapt to the challenges that arise.
Practical approach:
Set aside time in your calendar for reflection, evaluation and learning. Use this time to assess what works and what can be improved – both in your daily routines and in your approach to leadership tasks. Also consider how you can strengthen your leadership skills through courses, books, podcasts, online videos – or a mentoring program. Even the greatest leaders in the world have a mentor!
Tip:
Try using a simple reflection tool, such as writing down three things that went well during the week and one thing you want to adjust. This can help you stay focused on learning and constant improvement, even in a busy workday – and celebrate the small successes, it’s the driving force for the next goal.
Set boundaries and take breaks - even when the pressure is on
Many middle managers feel pressured to be constantly available, but without clear boundaries you risk burning out quickly. Breaks and clear boundaries are important for your efficiency and your ability to make good decisions.
Practical approach:
Consider when in the day you need to be “on” and when you can allow yourself to be unavailable. Create set times when you’re available to the team and for meetings, and schedule times for uninterrupted focus time. These breaks are not just relaxation, but a way to recharge so that you can stay energized.
Tip:
Take short mental breaks during the day by closing the screen and stretching, going for a short walk or having a cup of coffee. Also, consider if there are certain tasks that can be done offline. Stepping away from the screen and notifications can provide a mental break that helps you think clearly and stay on top of things.
Leading upwards: Create value through active collaboration with top management
As a middle manager, your role is not just about supporting and leading your team – it also involves working closely with senior management. Leading upwards means taking responsibility for involving top management in decisions about priorities and resources so that both you and your team can deliver optimally and thrive on a daily basis.
Expectations and tasks can often exceed what is realistically achievable in one go, and it’s crucial that you as a middle manager communicate clearly about what can be delivered when. This not only creates value for your department, but also ensures long-term sustainability for the team.
Practical approach:
Start by clarifying which goals and deliverables have absolute priority and which can wait. Establish an open and honest dialog with your manager about the tasks that are challenging the team’s time and resources. When presenting prioritization suggestions to senior management, be clear about both the positive outcomes and the risks that may come with a given priority. This way, management will have a clearer picture of the team’s capabilities and can better support the choices that create the most value for the organization.
To think strategically and responsibly:
As a middle manager, you are also responsible for ensuring that your team can deliver over time without compromising the work environment. By actively involving senior management in decisions on how to prioritize tasks and projects, you support a culture of well-being and quality. This shows that you take responsibility for your team’s deliverables and care about a sustainable work environment.
Tip:
Consider having a regular monthly follow-up with your line manager to review priorities and resources. This allows you to continuously adjust course and ensure that the team is working on the most relevant tasks. It also helps keep top management informed of both success stories and potential bottlenecks before they become problems.
Being a middle manager requires overview, prioritization and an awareness of the boundaries that can create balance in everyday life. By clarifying your leadership space, structuring your time and strengthening relationships with both the team and senior management, you can build a robust framework for your leadership practice. It’s about taking responsibility for your role – not only for the team’s deliverables, but also for your own wellbeing and job sustainability.
Remember that it is not only your right, but also your responsibility to create a framework that prevents overload and stress. By investing in your leadership space and seeking support where needed, you can empower both yourself and your team and create a workday where both wellbeing and results go hand in hand.
Data
Data shows that work-related stress among middle managers and other white-collar workers has been on the rise in recent years in Denmark, with many reporting increased job pressure, which is also reflected in sick leave statistics. The proportion of employees reporting high stress levels increased significantly from 16.8% in 2017 to 20.6% in 2023, according to the National Institute of Public Health, and employees with complex roles and management responsibilities are particularly vulnerable. Middle managers often act as the link between employees and senior management, which can create additional pressure as they have to both support the team and implement strategic decisions from above
Prevent Stress and Statistics Denmark
Analysis also suggests that stress in this group can be exacerbated by uncertainty about how stress issues are handled in the organization. Employers who create a clear framework and support managers with a clear stress policy can help reduce the risk.