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In a recent article in Workforce online, the author discusses four ways that companies are failing middle managers. With the focus on technology, social media  and  organizational profits, large companies have streamlined management, increasing the workloads of managers who are expected to do more with less.

The author states there is  a downside to the traditional methods of promoting employees into leadership roles. Supervisor ratings are often political and the bold behavior in employees that succeeds on one level, may not be successful in a management role.  The article quotes research  that shows that only 30% of high performers have a talent for management and 90% of employees would struggle at the next organizational level.

Often those promoted to the next level are not trained effectively. According to a HBR survey, 67% of organizations need to revamp their middle management development programs. A 2010 report found that 49% of middle managers performed fairly or poorly and their confidence declined as a result.

Managers are also experiencing more stress with increased work loads and accountability. They need to be proficient in processes and procedures, lead and manage people effectively, execute organizational strategy, develop new leaders and focus on producing bottom line results. In addition,  they are expected to achieve these objectives with less authority and fewer resources.

The result is more disengagement from managers. One survey quoted found that only 36% of mid level managers expected to be with their current employer in two years. Among Gen Y managers at Fortune 500 companies, 48% plan to stay at their current job two years or less.

The article states three ways that companies can move  toward  promoting more effective managers and leaders.

1. Evaluate if they can actually do the job.
Managers and leaders need the correct skills and education, and training.

2. Promote people who are interested in being a leader and manager.
Often people are placed in these roles against their will.

3. Evaluate what will get in the way of these employees being successful in their jobs.
Sometimes destructive personality characteristics or personal situations can undermine performance.  Leaders  and managers need self-awareness, leadership and better interpersonal skills.