18 Ways To Make Senior Leadership Roles Appealing To Middle Managers

Forbes

5 days ago

Middle managers are often the backbone of an organization, but when it comes to stepping into senior leadership, many hesitate. Whether it's a lack of clarity about expectations or uncertainty about support, companies must be intentional in how they present and prepare these next-level roles to ensure a successful applicant turnout.
Understanding what makes these roles appealing—or discouraging—can help organizations better engage and retain future leaders. To help, Forbes Human Resources Council members offer 18 proven strategies to make higher leadership roles more attractive and accessible for rising talent.
1. Offer Support To Future Leaders
Create and maintain a culture of leadership development and support. For anyone rising to a higher position, the role can feel lonely and "in the spotlight." Companies that provide resources for leadership skill development—and reassurance that they will have ongoing support from HR and their manager—will reduce the fear middle managers often have about taking that next big step in their career. - Michelle Mahaffey, Community Health Network
2. Encourage A Culture Of Continuous Growth
Make higher leadership roles more appealing to middle managers by fostering and rewarding a growth mindset within the leadership pipeline. When middle managers see that leadership is not just about holding authority but about ongoing learning, strategic thinking and personal development, they're more likely to envision themselves successfully stepping into those roles. - Imani Carroll, impact.com
3. Frame Leadership As A Chance To Make An Impact
I think it's all about showing middle managers the bigger picture. It's not just about the title, but about how they can grow, learn and make a real impact. When you offer mentorship and a clear path forward, it makes stepping up feel exciting, not overwhelming. - Smiti Bhatt Deorah, AdvantageClub.ai
4. Be Realistic About The Responsibilities And Rewards
Don't make it appealing. Make it real. Higher leadership roles are tough—more pressure, more decisions, more responsibility. Middle managers don't need a pitch; they need truth. Show the hard parts upfront, but also the rewards: shaping direction, driving change and growing others. When leadership is shown as both difficult and meaningful, the right people will step forward. - Simon De Baene, Workleap
5. Build A Clear Career Development Framework
In my experience, the best way to encourage managers toward leadership is through strong talent planning and a focus on career development. With an annual process clearly defining the skills needed for success at leadership levels and a culture that actively tracks, celebrates and rewards internal mobility and promotions, middle managers are far more motivated to see themselves in higher roles. - Soni Basi, Pop HR
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6. Promote Internal Candidates For Advancement
Show them it's obtainable. There can be an instinct to seek outside hires for big roles, but often the best talent comes from within—they understand the business, the issues and the people. Actively encourage and promote the position to your people, or seek out those you believe may be strong internal candidates, which is an excellent example of upskilling and skills-based hiring. - Nicky Hancock, AMS
7. Clarify The Path To Leadership Roles
Many middle managers hesitate to pursue senior roles due to unclear expectations or fear they're not ready. One effective way to build interest is to demystify those roles through shadowing, exposure to leadership forums and clear development paths. When the path is visible and supported, the leap feels achievable, not out of reach. - Amy Cappellanti-Wolf, Dayforce
8. Provide Multiple Tracks For Career Progression
Offer dual career progression paths, including both leadership and technical paths. When managers can choose between advancing as people leaders or deepening expertise in specialized roles, it creates a sense of ownership over their growth. Pairing this with mentorship and executive exposure helps them see career advancement. - Eiman Alhammadi, ADNOC
9. Let Managers See The Bigger Leadership Picture
Show them real impact. Let middle managers shadow senior leaders, tackle stretch projects and see how their influence grows at the next level. When they get a glimpse of the purpose, challenge and growth, not just the pressure, they're far more eager to step up. - JacLyn Pagnotta, Rose Associates Inc.
10. Offer Opportunities For Experience Without Commitment
Offer leadership shadowing and stretch assignments that let middle managers experience the role before applying. This builds confidence, clarifies expectations and signals a clear advancement pathway. When future leaders can visualize their growth, they're more likely to pursue higher roles with purpose and readiness. - CJ Eason, JobFairGiant.com
11. Use Storytelling To Make Leadership Relatable
Create videos of senior leaders sharing how their path from middle management to senior leadership was shaped. Do this for a variety of senior leaders with backgrounds in sales, marketing, finance, strategy, manufacturing, innovation, product development and so on. Ensure that leadership voices are authentic and varied (including gender and race), and share failures and setbacks along the way. - Subha Barry, Seramount
12. Involve Managers In Shaping The Organization's Future
Middle managers aren't seeking more layers; they're seeking more meaning. Many don't apply because they can't see the strategic levers they could control. Make leadership roles more appealing by inviting managers to co-design the future they'd lead. Show real decision-making power and frame leadership as building systems that others will inherit. Appeal to builders, not climbers. - Katrina Jones
13. Demonstrate The Role's Strategic Value
Highlight the role's strategic impact both externally and internally and offer a personalized development journey using the 4Es principles of education, experience, exposure and environment. Emphasize mentorship, growth opportunities and a culture that values their leadership. Share success stories or testimonials from current leaders to show how rewarding and impactful the path can be. - Sheena Minhas, ST Microelectronics
14. Position Leadership As A Platform For Influence
Middle managers often feel stuck in the "execution zone" without room to shape strategy. Organizations must recast leadership as a platform for empowerment where their voice, vision and expertise matter at the enterprise level—a bigger stage for influence to elevate their ideas, empower others and help shape the future of the organization. That's a magnetic motivator. - Britton Bloch, Navy Federal
15. Show How The Role Supports Personal Development
Show how the role supports applicants' personal growth—not just the company's goals—by offering clear development paths like executive coaching, senior mentorship and real influence. When middle managers see that stepping up brings both challenge and meaningful support, they're more likely to apply. Don't just offer a promotion, offer a compelling leadership journey! - Daniel Salamon, DS Leadership Advisory
16. Rework Roles To Reflect Healthy Leadership Models
Redesign leadership roles before posting them. If middle managers see leaders as being overwhelmed, under-supported or constantly in crisis mode, they won't raise their hands. Make the path attractive by clarifying expectations, reducing hidden labor and aligning authority with support. People aspire to roles that look sustainable, not sacrificial. - Apryl Evans, USA for UNHCR
17. Offer Mentorship Or Coaching Opportunities
Provide middle managers with opportunities for mentorship and career coaching. Many times, leaders need someone to bounce ideas off of, but are not sure who they can turn to. By offering this option, it gives them reassurance in a safe and trusted space to approach the leadership role with confidence and determination. - Janet Vardeman, Avanade
18. Enable Hands-On Exposure To Leadership Responsibilities
Provide real insights into the delivery of the leadership role through talent pipeline access to delegated or co-delivered leadership tasks and projects. Frank and open discussion with current leaders, highlighting the opportunities and challenges leadership roles bring, increases potential candidates' projected perception of themselves in the role, which makes an application more likely. - Angela O'Donovan, UCC