In this re-release of my conversation with Amy Waninger, we’re revisiting a topic that’s even more urgent today than when we first recorded it: the vital role middle managers play in building inclusive, psychologically safe workplaces—and the real cost when they’re left out of the conversation.
The Reality Behind the Rhetoric
It’s easy to talk about inclusion at the top. Executive teams set strategic priorities, launch statements, and announce new initiatives. But the real test of whether those values translate into everyday action? That falls to middle managers.
They’re the ones leading the one-on-ones, navigating interpersonal tensions, and trying to keep teams engaged—all while fielding pressure from above and burnout from within. And when they aren’t equipped or supported to lead inclusively, the gap between what’s said and what’s done starts to widen.
The Disconnect We’re Not Talking About
As Amy and I discussed, the DEI goals that sound good in the boardroom often miss the mark on the ground. Middle managers are expected to deliver results, keep their teams motivated, and somehow embody organizational values—without a clear roadmap or the breathing room to figure it out. No wonder so many feel overwhelmed, unclear, or caught in the middle.
And now, with formal DEI programs under scrutiny or disappearing entirely, many organizations are quietly shifting the burden of inclusion to people who are already stretched thin. That’s not a strategy. It’s a setup.
Empowerment ≠ Expectations Without Support
If we want DEI—or more broadly, inclusion, safety, and belonging—to take root, we have to stop treating middle managers like afterthoughts. Instead, we need to empower them with:
Practical, action-focused training that helps them build inclusive habits into how they lead—not just what they know.
Clear expectations and aligned incentives so inclusion isn't treated as "extra" work.
Ongoing coaching and peer learning to normalize the messiness of leading people through real-life challenges.
Resources and tools that take the guesswork out of hard conversations.
Recognition that reinforces that people leadership is culture work—and it matters.
This isn’t about turning middle managers into DEI experts. It’s about helping them become the kind of leaders people trust. That’s what psychological safety looks like in practice.
What This Means for the Work Ahead
The middle manager burnout I’ve been speaking about lately? It’s tied directly to this gap. We keep asking managers to do more without giving them the conditions to do it well. If we want accountability, we need alignment. If we want impact, we need investment. And if we want culture change, we need to start with the people holding the line.
Amy’s insights remain incredibly relevant—and if anything, the stakes have gotten higher. Let’s not keep putting the weight of inclusion on the shoulders of people we aren’t willing to support.
✨ Want to dig deeper into this conversation and learn how to support your middle managers?
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