Latest news with #middlemanagement
CNA
3 days ago
- Business
- CNA
Indian tech company TCS to cut workforce by 2%, affecting more than 12,000 jobs
BENGALURU :India's largest IT services provider Tata Consultancy Services will reduce its workforce by 2 per cent in its 2026 financial year, primarily affecting middle and senior management, the company said on Sunday. The company is retraining and redeploying staff as it enters new markets, invests in new technology and deploys AI, but about 12,200 jobs will be cut as part of the process, it said. "This transition is being planned with due care to ensure there is no impact on service delivery to our clients," the company added. India's $283 billion IT sector has had to contend with clients holding back non-essential technology spending because of weak demand, persistent inflation and lingering uncertainty over U.S. trade policies.
News.com.au
22-07-2025
- General
- News.com.au
‘Have a problem?': Gen Z are freaking people out with their staring habit
Have you ever walked into a store and asked a young worker a question only to be met with a blank look? Or maybe you have been in a meeting and felt like you were being silently judged by a younger colleague? You may have experienced the infamous Gen Z stare. The viral phenomenon is categorised by a prolonged, unwavering gaze that can look like disinterest, or even disapproval, and is usually given in response to a question or request. The expression has taken social media by storm, sparking a much wider conversation about its implications and how it is perceived between the different generations. Older generations have been sharing their own encounters with the 'stare', branding it bizarre and, in many cases, downright rude. However, Gen Zers have been quick to defend themselves, claiming the blank look some in their generation choose to wear is simply the result of people asking ridiculous questions that don't deserve a response. There are many situations where one might be met with the Gen Z stare, but one setting where young people should be wary of applying this pointed tactic is the workplace. Rebecca Houghton, middle management expert and author of Impact: 10 Ways to Level Up Your Leadership, warned this is one tactic young workers should be avoiding at all costs. 'Every generation shakes things up at work and pushes boundaries. Gen Z is no different. But if your go-to move is the Gen Z stare, you might want to find a better strategy,' she told 'Young people usually don't have authority at work, so they need to work out how to influence without it. Silence and staring aren't the answer.' Ms Houghton has experienced the Gen Z stare at work first-hand, so she understands the different ways in which is can be interpreted by the receiver – none of them very positive. 'As a manager, a few thoughts escalate through your mind pretty quickly. Are they listening? Do they understand? Do they care? Do they have a problem?' she said. Being perceived as authentic and real is something many Gen Zers value, which may be one explanation for why so many people in the younger generation have adopted the stare in response to situations or questions they deem unreasonable. However, Ms Houghton noted there is a 'big difference' between being authentic and being absent. For young employees who want to be taken seriously, particularly by those in leadership positions, the workplace expert said it's important to show you are 'in the conversation', even if you are challenging what is being said. 'Instead of the Gen Z stare, stay engaged. Ask a clarifying question. Use neutral language to challenge a decision, set a boundary or buy time,' she said. 'If Gen Z wants to shift workplace norms, and I believe it's inevitable they will), they'll have more impact by learning to navigate the system strategically, not just rejecting it outright. 'You don't need to people-please, but you do need to participate.'
Malay Mail
01-07-2025
- Business
- Malay Mail
When Gen Z opts out, who picks up the slack? — Elman Mustafa El Bakri
JULY 1 — Recently, I came across a headline on that made me pause: 'Executives are drowning. Blame the vanishing middle management layer.' It's obviously referring to the 'unbossing' trend among the Gen Z of the workforce, and it stopped me in my tracks because it's the kind of line that stirs up intergenerational debates — with older leaders questioning the younger generation's sense of responsibility, and younger workers feeling misunderstood or unfairly judged. As someone who works with both industry players and fresh graduates, I can see where the tension lies. But let's be clear: pointing fingers won't solve what is ultimately a deeper, more structural challenge. The truth is more complex than blaming Gen Z for opting out of middle management. Yes, the 'unbossing' trend is real — but so is the burnout among executives. The solution, however, lies not in forcing Gen Z to adapt to old models, but in rethinking how we define leadership itself. We've known for some time that Gen Z is reimagining what a career looks like. Many of them are not aspiring to traditional middle management roles — not because they don't want responsibility, but because they don't see those roles as meaningful or sustainable. Research conducted by the talent solutions firm Robert Walters found that more than half of Gen Z professionals have no interest in becoming middle managers. Their reasons are straightforward: high stress, low autonomy, and limited personal growth. Add to that the rising expectation for purpose-driven work, and it's clear why the conventional ladder is losing its appeal. At the same time, we're seeing increasing strain on senior leadership. Reports indicate that nearly two-thirds of executives feel burned out — and it's no wonder. As the middle layer shrinks, the workload often trickles upward. Tasks that used to be filtered or managed by middle managers now land directly on C-suites and VPs, many of whom are juggling more decisions, more people, and more pressure than ever before. But to attribute all this to Gen Z's reluctance to be part of middle management is to miss the bigger picture. Executive fatigue is not just a generational issue — it's the result of wider shifts: rapid technological change, the rise of hybrid work, the demand for constant innovation, and post-pandemic organisational rewiring. What's happening isn't a collapse — it's a recalibration. The challenge isn't that the next generation refuses to lead — it's that the pathways we offer no longer make sense to them. — Picture by Choo Choy May This moment calls for something deeper than complaint. It calls for reinvention. If Gen Z is rejecting middle management as it stands today, perhaps the smarter move is to redesign what leadership means in this new era. Instead of insisting they take on outdated roles, why not create roles they'd be proud to grow into? Imagine leadership structures that are more fluid — where influence doesn't require hierarchy, and where impact isn't tied to a title. Instead of gatekeeping, middle managers could function as facilitators, mentors, and cross-functional connectors. These are roles that align better with Gen Z's preference for collaboration, autonomy, and continuous learning. Companies can rethink job scopes, introduce project-based leadership, or rotate leadership responsibilities, for example — all without compromising accountability. The value of middle management hasn't disappeared. If anything, it's needed more than ever — just not in its traditional form. Gen Z may not want to 'manage' in the way we once did, but that doesn't mean they aren't ready to lead. What they want is a version of leadership that reflects today's realities: fast-moving, tech-enabled, people-first. And organisations that understand this shift — and respond to it — will be the ones that retain not just talent, but energy and innovation. To get there, we need a mindset shift across the board. Executives, too, must be part of the redesign. Rather than waiting for the next generation to conform, they can take the lead in redefining what good leadership looks like. That means clearer mentorship pathways, more inclusive decision-making, and a stronger focus on building resilient teams — not just reporting lines. The challenge isn't that the next generation refuses to lead — it's that the pathways we offer no longer make sense to them. If leadership continues to be packaged as stress-heavy, impact-light, and overly hierarchical, it's no wonder people hesitate to step up. What's needed isn't persuasion, but redesign. That work starts with listening — not to flatter, but to understand what leadership could look like when built with, not just for, the people expected to carry it forward. In the end, it's not about Gen Z picking up the slack. It's about all of us picking up the tools to build something better. * This is the personal opinion of the writer or publication and does not necessarily represent the views of Malay Mail.
Forbes
09-05-2025
- Business
- Forbes
Managers Report More Negativity Than Their Teams — Why That Matters
Managers might be the most misunderstood role in the modern workplace. A lot rides on them. But they carry the most pressure too. Read any article about organizational success and you'll hear about visionary leaders, heroic founders, transformative strategies. But behind those headlines and high-wire acts is the quiet, steady presence of managers. Especially middle managers. They're asked to be culture carriers, performance drivers, emotional shock absorbers. All while hitting targets they didn't set, with resources they don't control. Gallup's latest research confirms what many have sensed: managers are less engaged than before and many are looking for change. They are also struggling more than the people they lead. They report more negative daily experiences. More stress, more sadness, more loneliness. Manager engagement Gallup If you're a CEO, CHRO or senior leader, this isn't just a middle management issue — it's a leadership pipeline crisis in slow motion. Today's disengaged managers are tomorrow's missing leaders. That should give us pause. Because when the manager is disengaged, it doesn't stop with them. It spreads. Culture frays. Performance drops. Innovation stalls. The manager is the message — and if they're emotionally underwater, the signal gets distorted. This isn't just a mental health issue. It's a performance crisis. Gallup's meta-analysis shows 70% of the variance in team engagement comes down to the manager. When they're depleted, it cascades. And the signs are building. Take this: 41% of employees say they don't have time to learn at work. That includes many managers. Even when the desire to grow is there, the space isn't. Add to that the emotional weight they carry — part performance monitor, part team therapist, part culture keeper — and there's barely time to breathe, let alone lead. Many managers know they're still growing. Four in 10 say they haven't mastered team engagement or performance management. Six in 10 don't feel confident developing people or shaping careers. It's not about effort—it's about support. This is where AI enters the story. There's hope that AI could ease the load. In the right hands, it might. It can reduce admin clutter — manage schedules, budgets, updates, and reports. That's not just convenience. That's capacity. It could give managers back the time they desperately need to coach, reflect, and develop their teams. But it won't fix everything. An Oracle study on AI and the future of work is telling. Workers said robots outperform managers in areas like maintaining schedules, solving problems, and delivering unbiased data. But when it comes to empathy, coaching, and shaping culture — humans still lead. That's not just a difference in skills. It's a shift in what matters. But the Oracle study also revealed something chilling – 64 percent of people would trust a robot more than their manager and half have turned to a robot instead of their manager for advice. Maybe we shouldn't be surprised. Managers have been set up to fail and then faulted for failing. But part of me still finds it heartbreaking — that we've made technology feel more trustworthy than a human who means well. As AI absorbs more operational tasks, the differentiators for human managers will evolve. It won't be about who can track more data. It will be about who can hold a better conversation. Build trust. Read the room. Have the hard dialogue. Create safety and spark courage. So here's the challenge: we can't just automate away the stress. Delegating admin to algorithms won't be enough. We need a new kind of investment. Leadership development often feels like a luxury brand. Curated. Exclusive. Reserved for those who've arrived. Manager development, in contrast, is mass-produced. Standard modules. Generic content. 'Training' that rarely connects to the realities of the job. But not all overload looks the same, and not all development should either. If you want sustainable performance, stop treating manager development like an assembly line. It needs to be tailored and individualized, not templated. Expansive, not extractive. And deeply aligned with where a manager is — emotionally, cognitively and professionally. Career stage matters. So does emotional load. A first-time manager isn't wrestling with the same challenges as a mid-career one. Pretending otherwise is a setup for disengagement. Support should feel more like a refueling station than a staircase. Personalized. Just-in-time. Built around what unlocks each manager's next leap. If 41 percent of employees say they don't have time to learn, your systems aren't just flawed — they're actively blocking development. AI can give time back by clearing inboxes, summarizing meetings and automating workflows. But reclaimed time isn't growth unless it's intentionally reallocated. Organizations must shift learning from extra to embedded. If development isn't part of the job, it won't be part of the culture. Most performance systems track deliverables. Few track depletion. You can't solve burnout with bonuses. You can't spot it with quarterly reviews. You have to ask — consistently and compassionately — 'How are you really doing?' Burnout is emotional. Engagement is relational. Make that part of your operating system, not an HR campaign. Most managers don't need another dashboard. They need the courage to enter tough conversations and the skill to come out the other side with trust intact. Start here: These aren't soft skills. They are core capabilities, and they should be measured like any other metric. A manager's ability to coach directly impacts retention, trust and innovation. Map these skills to measurable outcomes like retention, customer engagement and collaboration. If it's not being measured, it won't be taken seriously. If your most grounded, values-driven managers burn out quietly and you only notice when they resign, your definition of success is too narrow. Start expanding the lens: Rest, reflection and renewal shouldn't be post-burnout interventions. They should be built into your performance architecture. Otherwise, you're rewarding erosion and calling it excellence. Managers aren't just the middle. They are the infrastructure. The memory. The movement. If you want culture, strategy and performance to last, invest in them early, personally and deeply. Because when a manager is emotionally spent, it shows up. In meetings that fall flat. In hallway silences. In the idea that never gets voiced. In turnover that looks abrupt but was quietly unfolding for months. And if we want to protect our future, we need to listen upstream. Not just to what they do, but how they're doing. Because no AI can replace a leader who believes in you, stretches you, and sees your worth before you see it yourself. That's the kind of leadership today's managers are still capable of. But only if we see them too. And if we invest in them now — before it's too late.
Forbes
07-05-2025
- Business
- Forbes
How These 5 Self Care Strategies Are Reshaping The Future Of Work
Self care in the age of AI: start here. getty Amidst rising concerns of AI reducing the need for white collar jobs, especially in middle management, self care has become more important than ever. With layoffs looming inside companies, workforce displacements are creating added stress for millions of workers. As managers are increasingly seen as unnecessary, or disposable, or both, self-directed work teams are becoming the norm for many organizations. Bayer, for example, recently removed 5,000 middle managers from its ranks - and shifted to self-led teams where everyone is involved in strategy, sourcing and decision-making. Inside the rising trend of disappearing managers, and increased reliance on self-direction, the greatest way for employees to prepare for the future of work emphasizes self-care in order to adapt to these changes. Perhaps the most considerate thing that forward-thinking employees can do for themselves is to gain a deeper understanding of self-leadership - the key to career advancement in the era of self-directed work teams. Here are five key self-care principles that can help you to understand what leadership looks like in the age of AI. Discovering Your Purpose: awareness is key to self-leadership. Recognizing your own strengths is a great place to start, but as author Marcus Buckingham suggests in the title of his best-selling book, Go Put Your Strengths to Work . Knowing your purpose, and articulating your values, can help you navigate team dynamics where managers are becoming scarce. In order to better prepare for the future of work, a careful assessment of your purpose and values can help you to identify what really matters to you. Goal Setting: where do goals really come from? If you said, 'My manager', perhaps it's time to consider reframing your answer. Think about the goals that have given you the greatest sense of accomplishment. Were they external, or internal? Self-leadership asks you to look inside at what you want to accomplish. And then, reinforcing those goals via self discipline - which is as simple as just remembering what it is that you want. Accountability: when managers disappear, who's there to follow up on your progress? Taking ownership of your role, as well as your professional development, isn't something you can outsource. Beyond your KPIs, what are your personal goals and responsibilities? If everything you're working on comes from outside of you, how does that allow time for self-care? Self leadership asks for your ownership - of your tasks, as well as your personal and professional development. Self-directed work teams require leadership from the inside out. Are you keeping your promises - to yourself? By the way, what's the biggest promise you can keep? Ownership: the philosophy of stoicism focuses on what you can and can't control, with powerful lessons in self-leadership. What we always control, inside even the most difficult situation, is how we show up. In other words, we can't control our circumstances but we can control how we respond to those circumstances. Taking ownership requires that we stop blamestorming. Finding excuses in our circumstances is giving ownership where it is not deserved. Take back your power, and your ownership, when you see that your actions (and reactions) are within your power. Self care asks you to reflect on a situation, and before you react instantly, consider: What else could this be? What else could this mean? And ultimately, what could I do or say that I haven't considered here? If you are vexed by this line of questioning, open up a window with your favorite AI and chat it out. Take ownership of your circumstances and your outcomes via a dialogue. That conversation might show you what's missing. Continuous Learning: how curious are you? Self care emphasizes self development. And in the age of self directed work teams, developing your own leadership skills is key. Learning and development is an inside job for the future of work. If you're not learning new skills (upskilling) you're missing an opportunity for growth, expansion and career development. Coaching can be a valuable asset, to help you to find new possibilities - especially around vital skills such as communication, listening and relationships. While AI can provide vast insight and a fresh perspective, learning how to interact with team members is something that everyone needs - especially executive leaders who might reject that last statement. Leadership begins with listening. As we find new perspectives to inform our own, new possibilities emerge. Those possibilities can lead to new opportunities, new promotions, even new careers. From a self-care standpoint, listening to what you really need is where the conversation begins. Exploring your values and your purpose can help you to cut through the noise and distractions that bombard us every day. The future of work features a new team member (AI) and a new team structure (the shifting role of the manager). As greater responsibility is placed on that new team, self leadership is key to moving past burnout - and focusing on what really matters - as team members must become manager-proof. Inside a self care mindset, taking a pause to find your own inner compass is the key to navigating the future of work.
