As companies begin to encourage employees to return to the office, managers are often placed in a position to implement such changes for their teams. With many direct reports working hybrid or fully remote, it can be a challenging adjustment for them to begin following return-to-office requirements. It is a manager's responsibility to support their team members while implementing the company-wide policies promoting working from the office. 

Managers should strive to ensure that their return-to-office policies are both fair and equitable for their direct reports. While this may be intuitive, it can be much more challenging in practice. When making decisions for how to create a fair and equitable return-to-office policy, managers should take into consideration the following: 

When designing return-to-office policies, consider what work truly needs to be completed in the office. Some roles that are more autonomous in nature may not require multiple days in the office each week, such as data analysis or individual contributor roles. These individuals may find it distracting to be in the office, surrounded by others, when their tasks can be done more easily out of the office. Other roles may be heavily team-based, including project coordination or client-facing roles, thus requiring more time in the office. While making these distinctions, evaluate whether the task should be done remotely. 

By determining which roles are inherently more collaborative rather than those more independently focused, managers can create role-based hybrid frameworks for their direct reports. This structure ensures that time spent in the office is specific to the actual work requirements of each role. 

2. Fairness of Policies 

While accommodating role-specific needs is important, managers should also factor in the fairness of the policies. Fairness entails considering the burden of the new return-to-office policies on individuals. For example, some employees may live a lot further from the office, thus incurring higher commuting costs. Furthermore, some individuals may serve as caregivers for family members, making it more difficult for them to return to the office. 

Managers may adjust their return-to-office policies to allow for flexibility in which days team members should work from the office. This allows individuals to be able to choose which days are best for them to be in person, creating a better work-life balance.

3. Requirements for In-Person Team Meetings 

Highly collaborative teams may largely benefit from having dedicated in-office days for in-person meetings. Teams that require regular meetings may find it easier to mandate a specific day for all individuals to be in person. 

When determining which day to dedicate as an in-person collaboration day, consider the importance of the meetings being in person and the attendance of all individuals. Managers may also find it helpful to gather feedback from employees. While gathering feedback from team members may help set the date, team members may have conflicting preferences. Ultimately, prioritize which day is best for the productivity of the team and the feasibility of team members' in-person attendance. 

4. Providing Supportive Resources 

To promote a fair and equitable return-to-office policy, managers should share resources with their direct reports that support them through these changes. These resources may include mental health and stress management resources, or even Employee Resource Groups (ERGs). 

Some companies may have various financial support resources for employees, such as commuting allowances or discounted child care services providers. Managers should remind employees of the available supporting resources and help team members access them. 

To help leaders gain insight from an outside perspective as to what other leaders and executives are doing to create a fair and equitable return-to-office policy, consider enrolling those leaders in an executive mastermind group.

As a manager who works closely with direct reports, it may feel justified to make special accommodations for individuals. When implementing return-to-office policies, actively avoid presenting any favoritism biases. Return-to-office policies that demonstrate favoritism and set unfair requirements for certain individuals will cause friction within the team. Furthermore, catering more favorably to specific individuals may lead other team members to discredit the return-to-office policies and refuse to follow them. 

Managers must not only implement the return-to-office policies, but also develop strategies to communicate the new policies. When communicating the updated policies, managers should communicate the changes verbally and provide a written record for their direct reports to reference. After communicating the changes, provide opportunities for individual conversations with employees for them to ask questions and reassure them of the support mechanisms in place to provide a seamless transition. During this time, managers should demonstrate that they are there to help their direct reports and help them navigate the new policy. 

Return-to-office policies need to be equitably applied to teams; however, DEI implications should also be taken into consideration. Parents and caregivers who previously worked mostly or fully remote may struggle disproportionately to return to the office. Those with a disability may also have an increased burden when commuting to the office and may require more individual consideration. 

For both instances, work closely with the individual in such circumstances to provide means to support them while also ensuring they can adjust to a more in-person work environment. Communicate with the company's human resources department about company policies and other tools that can support these individuals. 

Ultimately, the most important aspect of implementing a return-to-office strategy is to have open channels of communication. Managers who create feedback mechanisms for their employees to learn about their struggles and successes with the return-to-office policy can appropriately adapt the policy to these needs. Return-to-office policies are aimed at creating more effective teams, but this can only be achieved through communicating effectively within the team. 

John is a manager of a marketing analytics team within his firm and is highly regarded as a positive and motivating manager. Despite these praises, John has recently noticed that his team has been decreasing in productivity and not implementing changes in response to his routine feedback sessions. With the high morale and weekly one-on-one sessions with each of his team members, John wonders why his team is becoming ineffective. 

While his weekly feedback sessions are a great tool for relaying feedback, the way in which John articulates his feedback is causing his team members to not understand it. Sometimes managers think they are being direct in their feedback, but they are actually masking their feedback with assumptions and indirect hints. Managers may spend entire feedback sessions sharing their insights, but still have their direct reports take nothing away from the meeting due to the communication barriers. 

What are examples of communication barriers that cause managers, like John, to give ineffective feedback?

Providing ambiguous messages to direct reports can pose a communication barrier. When managers have unclear expectations or provide incomplete guidance, it may be difficult for team members to understand feedback. Without specific changes or advice, direct reports may be left confused, trying to guess what their managers expect from them 

Actively communicating through multiple messages, emails, or meetings can give managers the sense that they are communicating effectively with their team. Despite these active efforts to provide feedback, the usage of various channels and tons of messages can overwhelm employees. Flooding employees with feedback in addition to their other daily tasks reduces their attention to their feedback. 

Stress, defensiveness, and fear can muddle how feedback is delivered as well as how it is received. It is a manager's responsibility to reflect on these personal emotions to ensure their mindset isn’t causing misinterpretation. Additionally, managers should work to ensure the psychological safety of their employees to further reduce these emotional barriers. 

Teams comprised of individuals from various backgrounds present many strengths due to the diversity of thought. However, when communicating feedback, it is important to be conscious of this diversity. Direct reports from different backgrounds may perceive communication styles differently, causing feedback to land ineffectively. 

As John realizes that his methods for communicating feedback are ineffective, he works to implement changes to improve his communication style. Rather than having overly relaxed weekly one-on-one sessions with his direct reports, John implements the following 6 strategies to ensure clearly communicated feedback. 

Rather than hinting at what changes direct reports should make, specifically address what actions should be taken and any applicable steps required. Along with communicating direct feedback, acknowledge that the feedback might have been confusing and open the conversation for dialogue. 

2. Provide Context 

Instead of simply diving into the specific changes that need to be made, create a shared understanding through contextualizing the situation. Leaving direct reports to guess what the feedback applies to can cause them to apply the feedback to incorrect tasks. Specifically address what the feedback applies to and any observations associated with it. 

3. Identify Areas of Miscommunication 

Reflecting on areas of potential miscommunication is a powerful strategy to prevent miscommunication early on. If there is something that a direct report says that is confusing, or vice versa, have them provide an example to ensure there is a mutual understanding. Strategizing to ensure clarification is provided during the feedback sessions will actively develop stronger communication. 

4. Listen Attentively 

Throughout the feedback session, make sure to listen attentively to what others share. Allowing silence for the direct report to clarify or expand on their thoughts will create a space for them to feel heard and recognized. Additionally, responding by paraphrasing what they said can help ensure their thoughts are understood. 

5. Acknowledge and Clarify 

When receiving feedback from direct reports, always recognize their feedback, even if there is disagreement. Further clarifying through follow-up questions and prompting them to ask follow-up questions as well will prevent misinterpretation.  

6. Utilize Performance Management Tools 

In order to ensure progress towards more effective feedback communication, implement tools or metrics to measure responsiveness to feedback. Utilizing performance management tools, such as AIM Insights, can help managers track their progress to support these communication changes. 

After implementing these 6 strategies to improve his feedback sessions, John has noticed a drastic improvement within his team. Direct reports are quickly responding and adjusting their efforts to align with John’s feedback, and John is also able to receive feedback from his team. As he manages his team, John will continue to adapt and strengthen his feedback communication skills in order to best suit the needs of his team. 

When considering the appropriate number of direct reports to manage within a team, the easier answer would be to follow the rule of seven. While this rule encouraging managers to not exceed 7 direct reports appears to be a simple solution, it isn’t always the right answer. Depending on various factors, such as the complexity of work, experience of team members, and supporting systems in place, managers may be equipped to manage more or fewer numbers of direct reports.

When teams are comprised of too many direct reports, both engagement and performance may suffer. Overly large teams may struggle to have enough tasks that allow team members to contribute in a meaningful way. Without stimulating tasks that encourage direct reports to take ownership of their work and observe their own impact, they may feel their work isn’t important and lack motivation. 

Other consequences of too many direct reports that a team may encounter include communication complications and missed development opportunities. With a large quantity of direct reports, maintaining clear and effective communication may pose a challenge. The more people there are, the more people that need to be kept in the loop for the team to function properly. Furthermore, more direct reports leads to less opportunities for them to experience direct mentoring and coaching by their manager, thus causing their development to suffer. 

Not only does a large number of direct reports negatively impact the team, but it has direct implications for the manager as well. More reports require more time dedicated to oversight and mentoring. Managers with too many direct reports to oversee may experience higher stress levels, ultimately leading to burnout and decreased productivity. 

Managers with too few direct reports are more susceptible to micromanaging their reports. With fewer people to focus on, these managers may become more compelled to hold unnecessary check-ins and become overly involved in the work of their direct reports. Micromanaging employees will only slow down productivity and create a more stressful work environment. 

Another complication for managing too few direct reports is the potential for consolidation. Upper management may perceive managers with few direct reports as nonessential because it creates too many redundancies in the management hierarchy. Organizations looking to make a flatter structure will more likely remove these management positions with few direct reports. 

McKinsey devised a method to determine an ideal range of direct reports depending on 5 categories of manager archetypes: player/coach, coach, supervisor, facilitator, and coordinator.

This managerial archetype requires a considerable amount of individual responsibility as well as extensive expertise. 

Recommended amount of direct reports: 3-5 direct reports

2. Coach 

A coach archetype requires individual responsibility and leads to self-sufficiency through structured apprenticeship. 

Recommended amount of direct reports: 6-7 direct reports

3. Supervisor 

A moderate level of individual responsibility while incorporating a standard work process. 

Recommended amount of direct reports: 8-10 direct reports

4. Facilitator 

A facilitator's main responsibility is managing the day-to-day work of their direct reports, as work is mostly standardized. 

Recommended amount of direct reports: 11-15 direct reports

5. Coordinator 

The work overseen by coordinators is highly standardized, and direct reports perform similar work. 

Recommended amount of direct reports: 15+ direct reports

As the team evolves and new tools are introduced, don’t be afraid to adjust the number of direct reports. Just because a certain number of direct reports is more standard for a specific work style, doesn’t mean managers should be constrained by these recommendations. Continue to evaluate the optimal balance of direct reports that is most appropriate for work responsibilities.

As the team leader, managers play an essential role in their teams, guiding and empowering them to reach their fullest potential. Although managers are a critical component of the team they lead, challenges can arise when managers become so integral to workflows that they cannot take time off without bringing productivity to a halt. Effective managers are able to balance their strong leadership capabilities while implementing mechanisms that allow their team to function for short periods autonomously. 

Given all the harmful repercussions stemming from over-reliance on managers for workflow productivity, it’s evident that this creates systemic vulnerabilities. When a manager finds themself too involved in workflows, it often stems from internal and/or external pressures. Many are driven by the fear of disrupting the team, causing deadlines to slip, or quality to decline. Some managers experience external pressure from senior leadership due to strict demands for perfect performance. Other causes may be a lack of trust in oneself, caused by impostor syndrome, or even a lack of trust in their team. Regardless of the source of the pressure, they can trap managers in a cycle of over-involvement, even when the over-involvement is detrimental to the team's long-term success. 

The behaviors exhibited by over-involved managers and the pressures that cause them are similarly reflected in PTO culture. When managers feel indispensable, they and their teams will be more resistant to logging off to take personal time. Especially in organizations with “unlimited PTO”, employees may take less time off due to the implicit pressure to keep workflows progressing. Managers' modeling the expectations of constant involvement gets internalized and practiced by staff. 

This team norm of manager reliance for workflows creates a cycle: managers are overloaded by workflows and feel pressured not to take time off, which increases team dependency and conveys the message that no one on the team should take time off. As a manager, it is critical to break the feedback loop and create a balanced approach that prioritizes managers’ ability to take time off without causing disruptions. 

Managers who develop a more balanced approach positively impact themselves and their team. Dedicating time for personal time off works to limit the effects of burnout while also increasing personal motivation. Additionally, avoiding dependency of workflows on a singular manager can prevent costly disruptions later on for the organization. Most importantly, prioritizing managers’ ability to not overly involve themselves in workflows can foster a culture of trust and responsibility, positively impacting the team's productivity. 

Rather than taking on all the responsibility and being involved in all decision-making processes, managers should identify tasks that can be completed by other team members to allow for more efficient progress. Delegating simultaneously distributes the workload more adequately throughout the team and encourages team members to take ownership of new tasks. Managers may be hesitant to delegate tasks; slowly delegating more responsibilities to employees helps to ease managers and direct reports into this new dynamic. 

2. Cross-train Employees

Cross-training employees ensures there are multiple team members who can step up and assume some of their managers' responsibilities in their absence. Through additional training and development, team members can become equipped with a wider skillset to prepare them for additional responsibilities. Conducting continuous training works to build confidence in the capabilities of direct reports. 

3. Document Procedures 

An obstacle for others to assume managers' responsibilities while they take time off may simply be a lack of proper documentation. Managers with specific procedures for processes, but no documentation for said processes, create unnecessary knowledge gaps. Accessibility of proper documentation removes reliance on memory and expertise, allowing other team members to conduct sufficient procedures without constant direct oversight. 

4. Effective Management Software 

Utilizing performance management software can streamline tasks and promote team collaboration. AIM Insights, a performance management software, utilizes monthly surveys to uncover gaps between team sentiments and managers' perceptions. These monthly surveys, along with AIM’s goal benchmarking capabilities, can transform managers' ability to delegate and better understand their teams' needs. 

Teams shouldn’t encounter a scenario in which the team cannot exist if someone takes the day off. Not only does this pressure from extreme team reliance harm managers, but the organization as a whole. Managers who recognize they are so integral to the workflows that they cannot take time off must reevaluate why these sentiments are held and how they can adapt their management style to allow their team to function adequately on its own at times. 

Throughout the initial half of 2025, there have been widespread reductions of middle management roles, drastically shifting the structures of corporations. Various sectors are implementing flatter organizational structures to promote efficiency and cost reductions. This shift, sometimes referred to as the “Great Flattening”, leaves middle managers in a challenging position, whether to remain with their current employer and adapt to the structural changes or seek new opportunities. 

When a company initiates large-scale structural changes to reduce management positions, it can be difficult to understand what the implications are for current roles. With this increased uncertainty and changes in workloads, managers must reflect on whether it’s strategic for their career progression to remain with their current organization and work to adjust to the role they end up in after the structural shift, or if they should explore other opportunities. 

When undergoing structural changes, the responsibilities of management roles may be condensed into one position. While this allows a more straightforward chain of management, it simultaneously increases the workload of the manager who remains. This manager is now tasked with a heavier workload than they originally signed up for, and often does not receive additional wages to compensate for it. Stuck in a situation such as this one, staying with one's current employer presents many positives and drawbacks. 

A benefit of sticking out the position during these organizational changes is familiarity with the company culture. While the company is making changes, having an understanding of the workplace environment is a unique benefit of staying. It can take a while to adapt to a new environment and immerse oneself in the culture of a new organization. 

Additionally, taking on increased responsibility from other roles demonstrates adaptability and strong leadership. Displaying such skills can highlight capabilities, potentially leading to promotions later on. If upper management recognizes these leadership skills, staying and adapting to the new corporate structure can lead to impactful career growth. 

While the benefits associated with remaining in the organization are certainly appealing, the reduction in other middle management positions will leave gaps within the organization. These gaps will result in the remaining managers being left to fill the gaps. Managers might be expected to learn new skills, assume more direct reports, and lead unfamiliar initiatives. Furthermore, these shifts in roles can lead to unclear expectations, making daily workloads to become more challenging. Ultimately, this uncertainty may cause burnout and increased stress. 

Given that the organization has already undergone structural changes, it’s possible that changes may persist in the near future. The organization is still adapting, which may lead to more roles being removed or replaced. It’s important to consider role security as well as career progression. With fewer management roles available within the organization, be realistic when considering the future pay for promotion. 

Given the organizational changes, prioritize becoming indispensable to the organization. While the changes may already be in effect, that doesn’t necessarily mean more changes won’t occur in the future. Using this time as an opportunity to demonstrate strengths to upper management can build a strong foundation for career advancement later on. 

A strong capability of a good leader is embracing cross-functional teams. With fewer managers in the organization, it is critical to leverage cross-functional teams to fulfill objectives. Cross-functional teams encourage collaboration throughout the organization, which can increase morale as well as create more efficient operations. Drawing on the departmental expertise can promote better solutions since certain areas are now lacking expertise from managers.

Another strategy to demonstrate value to upper management is through developing specialized expertise. Leaning into new responsibilities and gaining important insights about specific organizational practices or initiatives can truly set someone apart. Being able to not only take on new roles but thrive in doing so demonstrates strong adaptability and willingness to learn. 

To gain insights on direct reports and continue to develop leadership skills, utilize performance management tools. Not only will such tools support management duties, but they will also help create solutions to better manage teams and improve leaders’ performance. Performance management tools are a strong asset for managers looking to set themselves apart following large structural changes. 

While staying and adapting to the organizational changes presents opportunities to grow in responsibility, seeking a new opportunity may be the more advantageous solution. With the removal of other middle managers, roles will shift drastically, resulting in considerably more work and new workplace challenges to navigate. Electing to seek a new position can allow for a career that has more defined responsibilities and expectations. 

Additionally, seeking a new opportunity allows for the ability to find a role with a more adequate workload.

Seeking a position elsewhere is not without challenges. Entering a new organization will entail transitional challenges as well as potential for underemployment. Consider what to prioritize when navigating whether to stay or go. 

When determining whether to stay amidst a reduction in middle management, utilize resources to weigh the options. Reach out to horizontal mentors and executive mastermind groups to gain their insights on the situation and learn from their shared experiences. Mentors may have a meaningful perspective or key considerations to help guide the decision-making process. 

During this time, it’s critical to identify career aspirations to consider how the next step could help or hinder these goals. Be introspective and identify what aspects of an organization are most important for the next phase of your career.