Middle Managers as Catalysts for Change: A Strategic Priority for CSBMG
By CSBMG Communications | June 2025
As healthcare systems evolve toward tech-enabled, value-driven service models, the role of middle managers must also shift. In behavioral health and human services, where rapid change and innovation are essential, middle managers are uniquely positioned as powerful change agents who can bridge strategy and execution.
Middle managers—those situated between executive leadership and frontline staff—have traditionally been viewed as conduits of oversight, focused on maintaining order rather than driving innovation. Despite predictions that automation and artificial intelligence (AI) will reduce the need for middle managers, their presence in the workforce has grown—from 9.2% in 1983 to 13% in 2022 (Oss, 2025). This trend underscores their continued importance, especially in complex, person-centered care environments like CSBMG.
To fully leverage this important group, agency leaders must intentionally reposition middle managers as change leaders. This begins by redefining their responsibilities to foster a culture of coaching, facilitation, and innovation. As Joseph Costa, Senior Associate at OPEN MINDS, emphasized, creating clear boundaries of authority and granting autonomy within those bounds enables middle managers to lead effectively and take ownership of team outcomes (Costa, 2025).
Moreover, the emotional climate of the workplace—shaped by factors such as job insecurity, burnout, and disconnection—requires middle managers to foster trust, resilience, and well-being among their teams. According to Rick Gutierrez, Senior Associate at OPEN MINDS, organizations that empower managers to monitor and support employee wellness will see gains in productivity, engagement, and retention (Gutierrez, 2025).
To prepare middle managers for roles such as these, executive leaders must invest in training that builds leadership competencies aligned with today’s challenges. Programs such as the upcoming Leadership Training facilitated by Dr. Yanick Hicks offer structured pathways for developing these skills. Additionally, resources on supervision, workforce development, and data-driven leadership provide practical tools for transformation (Oss, 2025).
At CSBMG, our middle managers are known for their innovative, creative thinking and strong people and project management. Cultivating forward-thinking middle managers is not a luxury—it is essential to remaining agile and mission-focused. Empowering this layer of leadership allows CSBMG to navigate change with clarity and confidence while ensuring that staff and clients alike benefit from innovative, compassionate care.
References
Costa, J. (2025). Reimagining the role of middle managers in behavioral health. OPEN MINDS.
Gutierrez, R. (2025). Well-being and retention: The hidden value of middle managers. OPEN MINDS.
Oss, M. E. (2025, June 10). Are middle managers your change agents? OPEN MINDS. https://www.openminds.com