Managers Don’t Have to Be “Stuck” in the Middle

If you’ve ever been a manager, you might relate to the lyrics of the 1972 song “Stuck in the Middle with You” by Stealers Wheel. The song—written about a chaotic industry dinner—has a chorus that feels eerily familiar to those in management: 

“Clowns to the left of me, jokers to the right, here I am, stuck in the middle with you.”

Sound familiar?

The reality is that managers often find themselves between competing forces. Executives shape the vision and employees carry out the organization’s essential work, while managers are the ones holding everything together—sometimes with little guidance or support. But while management can feel like being stuck in the middle, it doesn’t have to be that way. They are the connectors, the problem-solvers, and often, the unsung heroes who make strategy operational.

The Role of Managers in Times of Change

Change is inevitable—whether it’s an exciting new strategic direction, a restructuring due to budget constraints, or navigating external pressures like political and economic headwinds. No matter the scenario, managers are the ones responsible for making sense of it all for their teams.

They are translators, guides, and motivators. Even when they don’t have all the answers, they provide direction and reassurance, helping employees stay focused and engaged despite uncertainty.

But management isn’t just about relaying messages between leadership and employees. Managers shape workplace culture in real-time, creating a sense of stability and continuity even when everything around them is shifting.

Power, Perception, and the Middle Ground

One of my go-to sources on power and leadership is Barry Oshry’s work with Power Labs. His famous simulations have brought together participants from all walks of life—feminists, community activists, corporate executives—to explore how power dynamics unfold in different organizational structures.

The results? Almost always the same.

With just a little prompting, people naturally assume roles that mirror existing power structures—even those they might typically resist. Those with more power tend to hoard information, sometimes even resorting to unethical behaviors to maintain control. Those with the least power organize, protest, or disengage. And those stuck in the middle? They oscillate between trying to mediate conflicts and feeling powerless—aware of tensions above and below them but lacking the resources or influence to create real change.

I’ve replicated Oshry’s simulations in my own management workshops, and the patterns repeat time and again. Managers want to make a difference, but many feel trapped in their roles—stuck between competing demands, unclear expectations, and limited authority.

But what if managers didn’t have to feel stuck?

How to Navigate the Messy Middle

The key to effective management isn’t about choosing a side. It’s about mastering the art of translation, trust-building, and resourcefulness. Here are a few ways managers can break free from feeling "stuck" and instead thrive in the middle:

1. Clarify Ambiguity

Even when leadership hasn’t provided clear answers, managers must create as much clarity as possible for their teams.

• Identify what is within your control and share it with your team.
• Use scenario planning to explore how potential changes could affect your team, providing a sense of preparedness.
• Be honest when answers aren’t available—but commit to keeping employees informed.

2. Communicate Transparently

Lack of communication leads to distrust. Even when information is limited, sharing what you do know (and being upfront about what you don’t) builds credibility.

A simple, effective way to communicate uncertainty:
"At this time, here’s what we know. There are still more questions than answers, but I promise to keep the conversation going."

3. Advocate for Resources

Managers may not have full decision-making power, but they do have influence. Instead of simply passing along frustrations from employees, strong managers advocate for the tools, training, and support their teams need to succeed.

4. Keep the Conversation Going

Silence breeds fear and speculation. Even when leaders don’t have all the answers, managers must create space for discussion, reflection, and mutual support.

During uncertainty, leaders don’t have the luxury of shutting down. Step up. Engage. Be present. Your team needs you.

5. Stay Empathetic, but Strategic

Being in the middle is tough, but managers who approach their roles with empathy—not just for their employees, but also for those above them—can turn tension into progress. The best managers know how to balance compassion with strategic thinking.

Conclusion: From “Stuck” to Strategic

Management may feel like the messy middle, but it’s also the space where real impact happens. Without strong managers, organizations would crumble under competing priorities, miscommunication, and change fatigue.

The best managers don’t just survive in the middle—they navigate it with intention, wisdom, and resilience.

So if you’re a manager, know this: you are not just a messenger or an enforcer. You are a stabilizer, a strategist, and a leader in your own right.

You don’t have to be stuck in the middle. You can own it, shape it, and turn it into a place where real, lasting change happens.