Hi, Chris - another interesting and thought-provoking post:)

The first thought that popped into my mind was that the middle manager situations you describe are very similar to what we have talked about for years in terms of generations:  the Sandwich Generation issue.

Originally identified by Baby Boomers, but now recognized as an issue for all, the Sandwich Generation concept reinforces the reality that we have responsibilities, connections, and dynamics both up and down in the organizational hierarchy.

As conscientious leaders and followers, we are trying to meet expectations and needs at both ends ... somewhat akin to burning a candle at both ends, at its worst.

I have nothing original enough to share regarding what middle managers ought to be aware of or do, but I will add my hearty endorsement to the essential idea that we have to be true to ourselves, living up to our personal philosophies, beliefs, and values.

Of course, that means we have to define those things which shape our behavior.  I am sometimes surprised that others are not as into self-analysis as I am.   This does lead to one issue:

"I'm too busy doing to think" and similar statements are often heard and, when it comes to knowing ourselves, as often wrong.  In the same way that we need to move back from the process in order to identify the flaws, and consider not just what we are doing, but WHY we are doing it in terms of organizational goals and objectives, we also need to make time for thinking about ourselves.

This is not selfish, but ultimately might allow us to better serve others.

I would add that this is not a solitary activity.  While we live our lives individually, we do so within the context of connection to others.   I firmly believe that our best self-thinking occurs when we share it with non-judgmental others and invite feedback.   Whether you use a coach or just a trusted confidant, I think we need to remember this:  Life is a team sport.

Thanks for jogging the brain cells this morning:)

John