MFS Investment Management

Michelle Thompson-Dolberry

While many DEI efforts focus on the bottom of the organization, junior diverse talent, or the top, inclusive leadership, what truly needs the most attention is the middle. Managers, specifically middle managers, play a vital role in any DEI strategy, whether cascading critical messages or engaging employees in DEI initiatives. But they often lack the support needed to play their part or, worse still, they might be afraid to try. That’s when the firm encounters a “frozen middle,” which can stall or even halt a DEI journey. Let’s look at why that happens and, more importantly, what managers need to help move the needle on DEI.

What causes the freeze?

A frozen middle occurs when company-wide DEI efforts initiated by senior leaders slow down or stop completely below that. Despite senior leader's efforts to craft a compelling DEI narrative and strategy, progress chills if middle managers don’t continue that conversation or inspire their teams to act.  

Importantly, middle managers are not to blame. They simply play a role essential to the success of any organizational transformation while lacking much-needed support. In fact, middle managers are often the agents for change when it comes to DEI. They are closest to employees who need to engage in DEI initiatives. Further, managers are responsible for creating psychological safety to support employee action.

Creating a thaw: Manager support

Manager efficacy in a DEI journey starts with communication. Senior leaders must ensure that managers not only understand the firm’s DEI vision and purpose but are also supplied with a clear plan of execution.

" Managers are a firm’s culture carriers and often the most important DEI champions. Keeping their efforts warm and flowing can make the difference between derailed DEI efforts and an inclusive, productive workplace."

That’s important because managers are often asked to lead DEI initiatives. For this reason, a manager’s role and responsibilities in the firm’s DEI initiatives must be made crystal clear. Otherwise, managers are left wondering what they’re supposed to do. Help them understand how DEI fits into their core job function, what skill sets to build, and which behaviors to model so they can help create an inclusive workplace for employees.

With respect to modeling behavior, compassion is critical. Ensure managers feel free to speak up, as they’re often the first to identify problems and offer solutions. Showing middle managers compassion is modeling the behavior they should replicate with their employees.

Finally, give managers the tools to help transform the organization’s culture. Whether that means written tips, conversation guides to address sensitive topics, or targeted training, in many cases, managers need more resources than they have currently, which can leave them feeling overwhelmed and stuck. Recognize that managers need specific skill sets and actionable training. Rather than ask them to be culturally aware and empathetic leaders, ensure they learn the specific behaviors and action steps to take with their teams.

Fortunately, it seems that managers are becoming more aware of the importance of DEI to an organization’s success. In a study done by Nicsa’s Diversity Project North America, while 23% of managers felt DEI-related performance metrics were important in 2021, that number jumped to 33% in 2023.

Though organizational change typically starts at the top, its momentum and success rely on what happens in the middle. Managers are a firm’s culture carriers and often the most important DEI champions. Keeping their efforts warm and flowing can make the difference between derailed DEI efforts and an inclusive, productive workplace.