Middle managers have a bad rep. They are often viewed as resistant to change, protectors of the status quo, and focused on preserving their own status. They are also an endangered species. 

In fact, with the emphasis on flatter organizations and cost controls, combined with technological advances that can monitor, coordinate, and communicate direction, jobs with the titles “manager” or “director” are 25 percent and 50 percent lower growth, respectively, than other jobs, according to a study from TheLadders. 

Top leaders rely on middle managers to act as a conduit to communicate strategic objectives, obtain buy-in, and enable employees to execute effectively—crucial success factors to advance Diversity & Inclusion (D&I) progress. With their direct role in hiring, providing work assignments, and reviewing performance and talent management functions, middle managers are in an important position to influence direct reports, provide feedback on organizational progress, and make D&I a reality. However, middle managers are often cited as roadblocks for D&I progress. 

Facing pressures from above and increasingly relying on their influence skills—not only with peers, but also with direct reports—middle managers face a number of obstacles. A recent study by Insigniam identified three major challenges: 

1. declining aspirations for big opportunities

2. lack of decision-making authority

3. being disconnected from senior leaders.

With requirements to “do more with less,” middle managers are less likely to promote or advocate for D&I if it is seen as an “add-on” to their already heavy workload. Additionally, organizations have simply not done a great job at defining what good D&I looks like for middle managers.

Granted, commitments for senior diversity councils or employee resource groups are standard in many leading companies. But for D&I to have traction, everyone in the organization needs to understand what D&I initiatives really entail. What’s more, they need to know what’s in it for them. Middle managers are a key linchpin to making this happen.

Here are seven strategies that help engage middle managers in D&I initiatives:

1. Define the role of middle managers throughout the talent lifecycle in promoting D&I.

2. Offer skills training in mitigating and identifying unconscious bias.

3. Demonstrate the business case for D&I in your organization.

4. Engage middle managers in the conversation about how to advance D&I—share visible examples of progress and have dialogue about challenges.

5. Provide middle managers with tools, such as D&I Toolkits and Meetings in a Box, to be able to promote diversity with colleagues and direct reports.

6. Provide data to middle managers about the current state and actions to take to make progress.

7. Recognize and reward middle managers who exemplify D&I.

So let’s stop the blame game, and help middle managers to advance D&I—we can’t progress without them!

How do you engage your middle managers on the D&I journey? Share your experiences in the Comments below.