Workplace culture is not just a poster in the lobby; it exists in the everyday interactions between employees and their supervisors.
While the overall mission comes from the top, the real work experience can vary greatly from one desk to another because managers play a key role in shaping it. From leading Monday morning meetings to giving feedback during busy times, middle managers create the workplace atmosphere.
The effect is clear. According to Gallup, managers account for 70% of the variation in employee engagement scores. This number is important to business health, as it affects retention, productivity, and psychological safety.
For HR directors, DEI specialists, and business owners in the UK, understanding this influence is the first step toward real change. Company culture is not just a command from above. Those in the middle build it every day.
At Culture Works East, we empower businesses to embrace diversity and inclusivity for a thriving workplace environment.
Where Company Values Go to Die
Many organisations put a lot of effort into defining their values. They hold workshops, create posters, and include values in their onboarding materials. However, these values often fade away between the leadership team and the frontline employees.
The issue is that values need to be clearly explained. For example, when leaders agree on “psychological safety” as a key value, it’s not clear what that means for a warehouse supervisor in Sheffield or a project manager leading remote teams.
Values become real only when they lead to specific actions in local places, whether in a tech hub in Leeds or a boardroom in London.
Without clear guidance on how to apply these values in daily situations, they remain abstract. Abstract values don’t change how people interact with each other.
Middle managers play a crucial role in making values a reality or letting them slip into obscurity. They’re involved in important moments, like tough performance discussions, teams under stress, or assisting new hires with the transition. Values must be present in these moments, or they won’t matter at all.
The Burnout Crisis Among UK Middle Managers
Before asking managers to take on more work, it’s important to recognise what they are already doing.
Recent data from BHSF found that more than 50% of UK middle managers experience burnout symptoms, a higher rate than among executives. This group is essential for maintaining workplace culture.
Middle managers in the United Kingdom face tough challenges. They need to report to higher-ups about targets, deadlines, and performance measures. At the same time, they are responsible for their team’s well-being, performance, and morale. Often, they have little time, no formal training in managing people, and minimal opportunity to reflect on their work.
Many line managers in the UK feel unprepared for the people-management aspects of their jobs. This is not a personal shortcoming; it’s a systemic issue. Companies promote individuals for their technical skills, then expect them to lead a team without providing adequate support.
Carrying the company culture is not something people naturally do; it is a skill. And skills need training and investment.
If you’re rethinking how your organisation supports employee wellbeing beyond culture, explore our guide to the latest insights on workplace culture for more strategies.
Stop Managing Culture and Start Building It
Organisations need to make an essential change: stop seeing managers as people who monitor culture and start seeing them as builders of culture. This change involves three key points:
1. Training that Goes Beyond Compliance
Most manager training focuses on performance reviews, absence procedures, and legal duties. It rarely includes guidance on having honest discussions about belonging or on creating psychological safety in team meetings. DEI specialists and HR leaders should directly teach this important learning to managers, not just to the wider audience.
2. Autonomy to Act
Managers need permission to adjust values for their teams, as “innovation” means diverse things to different departments. When they can express values in their own way, the culture feels more authentic rather than forced.
3. Time to be Present
If a manager is overwhelmed by administrative tasks, they cannot foster a strong team culture. Setting aside even a small amount of time each week for real team interaction, instead of just tracking performance, can make a big difference.
For those looking to put this into practice, take a look at this time management guide to protect that space without compromising delivery.
A 5-Minute Activity Worth Trying
There is something practical for managers to try in their next team meeting. Here’s how to implement this idea:
| The 5-Minute Culture Catalyst: 1. Choose a Value: Pick one company value (e.g., “Respect” or “Collaboration”). 2. Ask the Team: “What does this value look like in our specific tasks this week?” 3. Focus on Practicality: Avoid theory. Use these prompts: Does it mean replying to internal messages within four hours? Does it mean giving credit to a colleague during a client call? Does it mean raising a concern during a meeting rather than after it? 4. Define the Standard: Write down what the team agrees on using simple language, not corporate jargon. 5. Review: Check back briefly next week. Did anyone see this value in action? |
When a team describes a value in their own words, it becomes more than just a slogan. It turns into a shared standard. Five minutes can make a real impact.
Conclusion
Middle managers are no longer just administrators; they now play a key role in creating a positive employee experience. As more organisations recognise this change, the way we build a strong workplace culture must change, too.
HR professionals and business leaders have a clear goal: empower middle managers. Instead of just having managers pass along instructions from higher-ups, give them the freedom, tools, and time they need to support and develop their teams.
Culture does not come from the top down; it grows through daily interactions. It is the middle manager’s responsibility to make sure these interactions reflect the company’s overall goals.
