A decade ago, I worked for a middle manager who seemed completely lost. He started off as one of my peers and had carved out a great niche for himself in the department. But then he got promoted.
Being promoted was probably the worst thing that could’ve happened to him and it wasn’t long before his health started deteriorating.
On paper, he got a great promotion. He became eligible for the annual management bonus, got a manager title, and he’d have a voice in shaping how the department ran.
👉 The reality was that instead of being a difference maker, he became stuck between the people making decisions and those executing them. He no longer had a defined purpose because he didn’t fit into either category.
It was an identity crisis. On one hand, he had a title that suggested leadership. On the other, his actual tasks didn’t reflect his title.
He didn’t have a say in any decisions, but the director expected him to justify and support any orders that came down the pipe, no matter how illogical they were. Instead of managing our team, he was just a glorified worker.
Sometimes, I would imagine him staring at his computer screen and saying to himself, “My god, why did I say yes to this promotion?”
💡 Titles without real authority aren’t just frustrating. They’re damaging to a person’s sense of self.
If you find yourself in this situation, be mindful of how the ambiguity can affect your mindset and performance.
Have you seen blurred management roles impact people?
References: Palazzoli MS, Anolli L, Di Blasio P, et al. The Hidden Games of Organizations. Taylor & Francis; 1987.