Imagine this: You are the Marketing Manager (Millennial) for a high-growth company. You lead a new product launch with a team of junior associates (Gen Z) while reporting to the company’s VP of Marketing (Gen X).
In your last strategy meeting, the VP emphasized using proven channels: “Focus on the numbers, scale carefully, avoid unnecessary risks.”
They are all about metrics and scalability—pragmatic, measured, and set on a three-year roadmap.
Meanwhile, your Gen Z associates push for something bold: “Why not try influencer partnerships or a viral campaign on TikTok?” they suggest, brimming with ambitious ideas that lack the immediate data your VP needs to get on board.
Stuck in the Middle
This is The Sandwich Effect in action. As a middle manager, you face the daily challenge of balancing two distinct perspectives:
VP Expectations (Gen X): Structure, risk-awareness, and measurable growth over the long term. They want plans, projections, and predictability.
Team Expectations (Gen Z): Bold ideas, creativity, and a push for real-time impact. They prioritize purpose-driven tactics over detailed roadmaps.
Here you are, right in the centre, threading the needle between stability and agility.
How do you encourage Gen Z’s enthusiasm while grounding their ideas in the data-driven approach Gen X demands?
The Unspoken Strain
As a middle manager, you negotiate constantly, maintaining the team’s creative energy without compromising the cautious strategy your VP requires. You balance both sides while proving yourself as a leader—championing your team’s ideas while meeting executive expectations.
Why Generic Advice Fails
Traditional advice like “adapt to both sides” doesn’t cut it here. The “Sandwich Effect” isn’t about adapting but transforming. You need a different skill set that lets you lead up and down with agility and assertiveness.
Ready to shift from “adapting” to “leading”?
#ChangeAgent #Leadership #MiddleManagement #StrategicThinking #TheSandwichEffect