Surviving the Hardcore Culture Shift Without Burning Out
Let’s cut to it. Performance obsession is back with a vengeance. The word PRODUCTIVITY is showing up a lot more and being discussed more in the real and virtual corridors of companies. It’s only logical since we have come out the other side of a major crisis.
We’re seeing companies double down on ‘in office’ mandates; flood employees with KPIs; and expect visible, trackable output. AT&T’s now infamous memo was just the tip of the iceberg. This isn’t about quiet quitting, it’s about loudly proving you’re worth your seat.
For middle managers, the squeeze is real.
You’re sandwiched between Executives demanding hard data and your teams trying to keep up, all while keeping the ship steady. It’s a big ask. It probably feels like the water is rising but you can lead powerfully through this shift without losing yourself in the chaos.
Here’s how you can confidently lead and not lose yourself:
1. Set Boundaries and Stick to Them
Yes, high performance matters. But so does sustainability. Managers aren’t machines. Be vocal about workload, realistic timelines and where burnout is brewing. Model the kind of work culture you want your team to adopt.
Pro Tip: Push back with facts, not frustration. Use data to show when systems break under pressure. Speak their language, but on your terms. Be helpful with discussing priorities and help your team to focus on the right priorities at the right time.
2. Use Performance Metrics as a Mirror, Not a Whip
Data can be your best friend or worst enemy. When used wisely, it provides clarity and direction. When weaponised, it crushes morale. Help your team understand what success looks like, where they can grow, and what they’re already doing well. Use data to support your team.
Pro Tip: Translate the numbers into meaningful feedback. Instead of “Your productivity is down 12 percent” try “I noticed a dip, what’s behind that and how can I support you?”
3. Communicate Relentlessly, Especially Upward
Don’t assume senior leaders know what’s happening on the ground. They don’t. Tell them. Be clear, be candid, be constructive. And more than just telling them what’s happening, tell them what it means for them as the strategic direction and decision makers. Middle managers who manage up as well as down are the ones who are valued and seen as key players in and for the business.
Pro Tip: Bring stories and trends, not just complaints. Executives listen when you tie people's insights to performance impact.
4. Coach More, Control Less
A hardcore culture can trigger micromanagement. Resist the urge. Instead, double down on coaching. Help your team think critically, take ownership, and grow rather than just tick boxes. Talk about the vision, help people see the big picture and how they are contributing to achieving that.
Pro Tip: Use weekly one on ones for development conversations, not just status updates. Ask more questions than you answer.
5. Protect the Human Element
The more tech and data we use, the more important it is to lead with heart. Recognition, empathy, and trust aren’t soft skills, they’re survival skills in this climate. Don’t let the drive for performance and more productivity bulldoze the people behind it.
Pro Tip: Celebrate small wins. Acknowledge effort not just the results. Send spontaneous - but authentic and genuine - thank yous. Remind people they matter beyond their output.
The hardcore era might feel intense, and it is, but it’s also a massive opportunity for skilled, self-aware middle managers to step up and stand out.
When you lead with confidence, clarity and courage, you become the type of manager organisations cannot afford to lose.
You’ve got this.
P.S. If you’re feeling the squeeze and need practical strategies, let’s talk. The LEAD FROM THE MIDDLE community is built to help managers lead without burning out.
