By Jeff Fierstein
In 2023, managers accounted for approximately 32% of all layoffs. This marked a notable increase from just under 20% in 2018, indicating a trend toward flattening organizational structures and reducing management layers.
As senior leadership roles evolve in response to the changing business landscape, the responsibilities of managers must also adapt. Historically, during the Industrial Age, managers were primarily tasked with controlling work output by organizing and directing employee tasks. Henri Fayol’s seminal 1949 work, General and Industrial Management, defined the core functions of management as planning, organizing, commanding, coordinating, and controlling—principles that have largely guided managerial roles throughout the 20th century and, in many cases, still persist today.
However, the future of management demands a fundamental shift. Today’s managers must move beyond traditional models of control and supervision to become facilitators of growth, collaboration, and strategic contribution. In this new paradigm, managers will play a pivotal role in supporting employees as they expand their skill sets, navigate cross-functional teams, and pursue career advancement.
Unfortunately, many current managers are underprepared for this transformation. Their own development has often been overlooked, leaving them without the skills necessary to thrive in a more dynamic, people-centered leadership environment. Just as employees require “reskilling” to remain competitive, so too must managers.
The manager of the future must become an effective coach—one who guides rather than commands. This includes fostering collaboration within project teams, especially those that span across functions. Letting go of the traditional “control” mindset will be a challenge for many, but it is essential. As employee roles shift from purely functional to increasingly strategic, managers must be equipped to support this transition.
A skill-based approach to workforce development is also redefining the hiring process. Instead of focusing solely on formal education or narrowly defined job roles, managers will need to assess a candidate’s potential for growth and ability to contribute to strategic initiatives. This requires new competencies in talent acquisition, selection, and long-term development planning.
Managers will become the strategic bridge between senior leadership and the broader workforce. They must align team efforts with organizational goals, performance expectations, and cultural values. Success in this role will hinge on the development of soft skills—particularly coaching, emotional intelligence, and communication.
Additionally, with the rise of remote and hybrid work environments, managing virtual teams is quickly becoming a core competency. Managers will need to navigate increasingly fluid team structures, where employees participate in multiple project and innovation teams beyond their traditional departments. Performance evaluations will incorporate feedback from a wider array of colleagues, requiring managers to build strong internal networks and gather insights from across the organization.
The new manager will be expected to help employees thrive within these networks, maintain excellence in their core responsibilities, and cultivate the capabilities required for future strategic roles. Collaboration and cross-functional coordination will be central to this effort.
Historically, managers were often viewed as expendable during periods of organizational change or financial strain. The rise of self-managed teams in the 1980s and 1990s even led some to predict the end of management altogether. While a few organizations did reduce these roles, most retained traditional hierarchies.
Today, the importance of management is more pronounced than ever. These leaders are critical to implementing change, maintaining strategic alignment, and ensuring organizational resilience in a complex and rapidly shifting environment.
The message is clear: we must invest in the continuous development of leaders at all levels—particularly those in management roles.
Adapted from: Leadership Whack-A-Mole: Actionable Strategies for Leadership Challenges © 2024 Ric Shriver and Jeff Fierstein. Peruse this website or click on the banner below to learn more about Leadership Whack-A-Mole: Actionable Strategies for Leadership Challenges.
What are your thoughts about eliminating managers? How important do you think their role is as described in this blog? What is your experience in downsizing managers? Leave your comment in the space below and we’ll respond to you.
