When organizations talk about removing cutting costs by layers of people, I ask: who’s left to help people make sense of your strategy and make it successful?
More than low-hanging fruit, I’m watching some organizations implement AI platforms and immediately start cutting costs centered on people, specifically mid-level managers. And every time I hear of another RIF, I worry they’re cutting the very leadership muscle organizations they need most right now.
Mid‑level managers, especially when equipped to coach, are not bureaucratic overhead. They’re the people who translate strategy into day‑to‑day decisions. They help employees make sense of change, prioritize work, and apply direction in real, human ways. When you cut or underinvest in this layer, you are not removing a cost, you are losing the people who provide clarity around strategy.
When I work with team, I focus on building and broadening the manager‑as‑coach model because it has a high level of impact to people’s performance in the flow of work.
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Coaching‑capable managers don’t just assign work; they help people think. They ask better questions. They connect the why behind strategy to the how of execution. And in complex, fast‑moving environments, that translation is what turns plans into performance success.
This matters now because work has become more ambiguous, not less. Employees are expected to make more decisions, faster, with less certainty. Senior leaders can set direction—but it’s managers who help teams interpret that direction and act on it. Without coaching skills, managers default to task‑pushing or micromanagement. With them, they become force multipliers.
What managers (and L&D teams) can do today
If you’re enabling managers—or managing others yourself—start here:
1. Shift from answers to questions
Replace “Here’s what to do” with “How do you see this aligning with our priorities?”
2. Make strategy concrete
Ask: What does this goal mean for this team, this week, this decision?
3. Coach in the flow of work
Short, frequent check‑ins beat formal performance conversations every time.
4. Measure effectiveness, not activity
Look for better decisions, clearer priorities, and stronger follow‑through—not just meeting volume.
Questions to consider
Where might your organization be expecting employees to figure it out on their own instead of being coached through complexity? Where are performance goals not being met or not lining up with strategic goals?
If you’re seeing managers step into a coaching role—or struggling without support—I’d love to hear what you’re noticing. What’s helping managers succeed? Where are they getting stuck? And if you’re rethinking the role of managers and how they can coach for success, let’s talk.
Bill Ryan
Bridging Distance, Building Excellence – As founder and CEO of Ryan Consulting, I transform how organizations thrive in remote and virtual environments.
For over 25 years, I’ve been fascinated by one question: How do we create extraordinary connection and performance when teams aren’t in the same room? This question has guided my career helping organizations harness the full potential of their distributed workforce.
My approach is refreshingly practical. I align what I call the 3P’s—Purpose, People, and Process—creating frameworks where remote teams don’t just function, they flourish. In today’s landscape of rapid change, this alignment isn’t just helpful—it’s your competitive edge.
Working together, we’ll craft solutions precisely calibrated to your organization’s unique challenges. Whether through customized workshops on performance support, process refinement, mobile solutions, or organizational effectiveness, I bring proven strategies that deliver measurable results.
My greatest satisfaction comes from watching leaders, teams, and individuals discover they can collaborate more effectively across distance than they ever thought possible. In a world of constant change, that’s not just good business—it’s transformational.
Ready to reimagine what your remote workforce can achieve? Let’s connect.