Anyone who reports to someone and has someone reporting to them must lead from the middle. This can be really messy, since middle management is full of contradictions and opposing agendas.

Here's why this matters:

• Middle managers can impact as much as 22% of revenue.
• Replacing a bad middle manager increases productivity by 12%.
• Employees with a strong middle leader are 20% less likely to leave when offered another job.

But there is a particular mindset and skillset necessary for influencing 360 degrees — up, down, and across one's organization. This position is one of the most important and impactful, so why aren't we paying more attention to it?

The middle manager's position is often described as being caught between two worlds — expected to execute the vision from above while also advocating for the people below. They absorb pressure from both directions and are often the last to receive development investment.

That's a problem. Because the middle is where culture actually lives. It's where strategy either gets translated into action or quietly dies. It's where your best people either feel supported or start looking for the door.

As a former middle manager, it's important to me to help other leaders in this position develop self-awareness and become epic coaches. Even from the messy middle, leaders have the potential to drive people and organizational results and build a high-performing, collaborative culture.

While it may seem that being stuck in the middle inhibits what you can do or accomplish as a leader, that couldn't be further from the truth.