How To Empower The Unsung Heroes In Your Organization

They are the unsung heroes of most organizations, and their role today is more critical than ever. They are mid-level managers—the essential link between corporate strategy and execution.

And it’s vital that CEOs learn how to get the most out of these valued employees providing direction, guidance, and wholehearted support.

In effect, says Richa Mukherjee, Director, Leadership Development, Edwards Lifesciences, mid-level managers are like the GPS of the organization.

“They’re not the engine or the road but the system that translates executive action into real time directions for the teams moving on the ground,” she says, “Without a calibrated GPS even the best vehicles get lost. Too often we hand managers the keys without syncing the navigation. In today’s med tech environment, which is extremely complex, regulated and constantly evolving they don’t need louder directions, they just need smarter guidance.”

So, how can CEOs and senior leaders empower these pivotal players to maximize their impact? A recent Dale Carnegie webinar attended by more than four hundred leaders and featuring Richa, Carrie Berg (VP of Learning and Development, Teladoc Health), Karen Kimsey-Sward (Chief Operating Officer, Dale Carnegie, Chicago) and myself, tackled this question head-on. Here are some important takeaways.

Prioritize communication 

Effective communication is the bedrock of successful execution, yet Dale Carnegie research shows that only about one-third of employees have received communication training in the past three years. Dr. Robert Coleman, Dale Carnegie’s Director of Research and Thought Leadership, emphasized its importance, stating, it is “one of the most vital skills for the future of work.” He added, “Execution lives or dies on how well people understand the change, how much they buy into it, and adapt their behavior to it. So mid-level managers are mission critical.”

Mid-level managers often face resistance to change rooted in misperceptions or misunderstandings. In my view, teaching them to communicate clearly and empathetically can bridge those gaps, fostering trust and alignment.

Embrace AI 

The supersonic rise of Artificial Intelligence (AI) has stimulated excitement—and alarm. But it’s here to stay and must be embraced. For mid-level managers, AI represents both a challenge and an opportunity. Carrie Berg advised not to let AI get in the way of critical human-based leadership skills like empathy and inclusion and likened AI to the advent of Google.

She said, “I view AI as Google with a different outfit on. We all had to learn Google when it came out, and how to incorporate it into our lives. AI is just a different form of that.”

To support managers, organizations must address two key needs. First, alleviate fears that AI will replace their roles by providing clear guidance on how AI can augment their work. Second, communicate the strategic rationale for adopting AI to upskill teams. Embracing AI is a cornerstone of lifelong learning, and managers who fail to adapt risk becoming obsolete.

Encourage peer-to-peer learning 

During the panel discussion I made the point that 85% of the workforce acquires knowledge and expertise from their peers, which is why we encourage organizations to create groups of peers to grow and learn from each other.

Karen Kimsey-Sward expressed it well. “Cohort learning isn’t just check the box. It’s part of the strategy where leaders learn from each other as much as through a facilitator. It’s more holistic, tied to the context of their jobs. And more organizations are winning this way.”

Become a rock climber 

The days of climbing the corporate ladder rung-by-rung are gone. I told the audience, “It’s now more of a rock wall where mid-level managers work across the wall as they’re working up. It gives them the ability to truly understand other people’s point of view and what it’s like to live in their shoes.”

Walking along the nonlinear path provides multiples options and career choices. Each move, even those that don’t lead directly upward, equips managers with a broader skill set, which makes them more adaptable and prepared for future opportunities that might require a complex combination of skills.

Embed real-time coaching 

Learning and development must meet people where they’re at in real time, in real roles, and in real moments of need, embedded into their daily activities. Experiential learning, paired with real-time coaching, helps managers build habits and drive lasting behavioral change. Karen described it as “creating a culture of coaching connectivity” while Richa called it “learning in the flow of work.”

Added Richa, “We are seeing a powerful evolution from command and control to connect and coach. More managers are being equipped not just to manage tasks but to develop people, ask better questions, give more timely feedback, and lead with empathy. The shift is creating a culture where psychological safety, growth, and performance can all coexist.”

For instance, coaching managers to provide timely feedback or navigate ethical dilemmas equips them to lead with confidence. Leaders must also model this behavior, coaching managers to drive adoption of new initiatives without coercion, sparking curiosity rather than fear.

Don’t micromanage 

One of the biggest complaints from mid-level managers is micromanagement. Don’t do it, said Carrie. “If you are copied on every email, or you’re in every meeting, or you have to make every decision you need to pause and reflect on your efficacy as a leader because you will never become a strategic leader. You cannot micromanage and be strategic at the same time.”

Micromanagement not only undermines trust but also prevents managers from developing the autonomy needed to excel. CEOs must delegate effectively, giving managers the freedom to make decisions while providing clear guidelines and support.

Moving forward 

Mid-level managers are the linchpin of organizational success, translating vision into action in an increasingly complex world. To unlock their full potential, CEOs must provide smarter guidance through targeted communication training, AI literacy, peer-to-peer learning, nonlinear career opportunities, real-time coaching, and a micromanagement-free environment. By investing in these unsung heroes, organizations can prepare them to lead into the future before the future arrives.

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