When Cathy appeared on the Zoom screen, she had a big smile on her face. 

Cathy is based in Seattle, and I’ve been coaching her for over a year now and in that time, I’ve learned the difference between her happy smile, her excited smile, and her sarcastic smile. I was definitely looking at her sarcastic smile. 

“What’s happened?”, I asked. 

“More changes”, she replied. “One day I just want to be able to come to one of our sessions and tell you that nothing’s happened since we last caught up”. 

“Wouldn’t that be a little dull?”, I asked trying to keep the mood upbeat, since I could tell there was a lot of frustration behind the sarcastic smile. 

Cathy has been a team leader for the last 18 months and has been responsible for five team members. Since our last session, she was told along with another team leader that they would both now be reporting to someone who, up until that point, had also been a team leader (their peer) in the business. 

“And they’ve got the guts to look me in the eye and tell me it’s not a demotion”, Cathy said clearly very frustrated. 

I had a few questions, but I could tell she wasn’t done. 

“Honestly, they’re just masters in career diminishment. They wouldn’t understand career development if it hit them in the face”. 

Cathy certainly isn’t alone. Over the last few months, I have worked with quite a few team leaders or middle managers who, for whatever reason, have experienced a ‘reduction in responsibilities’ – the phrase the powers that be at Cathy’s company use to avoid the word ‘demotion’. 

“Of course, I would understand if my responsibilities had to be redistributed in an effort to streamline operations after a merger or acquisition; or if a change in senior leadership resulted in a shift in priorities or strategies”, Cathy continued. “I mean it’s not like I’m not meeting performance expectations or facing challenges in my role. If I was, then I’d understand if senior leadership decided to reallocate my responsibilities to someone with more appropriate skills and expertise”. 

When middle managers experience a reduction in responsibilities, the impact on their psychological well-being can be profound.

To address these potential psychological challenges (the likes of which I was clearly seeing emerge in Cathy), it’s crucial for organisations to communicate transparently about the reasons behind the changes and actively involve the team leaders in the decision-making process. Naturally, recognition of their continued value can help mitigate the psychological impact. 

Many leaders (just like Cathy) derive a strong sense of identity and purpose from their role, and a reduction in their responsibilities can lead to feelings of confusion or a perception of diminished value contributing to a rapid decline in job satisfaction leaving them unfulfilled and less motivated. 

Reduced responsibilities may also trigger concerns about job security with the perception of being less valuable to the organisation impacting self-esteem leading to feelings of inadequacy and self-doubt. 

The psychological toll of navigating through the uncertainty of constant change can lead to emotional exhaustion, burnout, and a decline in mental well-being.

In a previous post, we shared how many new leaders grapple with a loss of autonomy and often feel like they are merely puppets following someone else’s script. This sentiment is certainly not exclusive to new leaders but extends to middle managers and team leaders who, despite their experience, often feel constrained by a lack of control and influence. 

The analogy of being a puppet, controlled by unseen forces, resonates with those who yearn for meaningful leadership and the ability to make a difference. 

For middle managers experiencing a loss of control, this struggle becomes even more pronounced.

When responsibilities are reduced, they may feel like they are further stripped of their ability to influence and lead. And as I explained to Cathy, this sense of professional (or career) diminishment often invokes feelings of inadequacy, loss of face and even questioning one’s worth within the organisation. It’s therefore critical to acknowledge these emotions as valid responses to change and to recognise that navigating through them is an essential step toward professional (and career) development. 

Demotion (even when masked as a ‘reduction in responsibilities’) is a challenging experience that requires resilience and adaptability. 

One of the key messages I reinforced to Cathy (once I was comfortable that she really didn’t want to exit the organisation) was to acknowledge the change and accept her new reality. I stressed how important it was not to dwell on her perceived failure or personal shortcomings, as these thoughts would hinder her ability to move forward.  

Instead, I suggested that she look at the situation (as frustrating as it was) as an opportunity to reassess her career goals and identify areas where she could enhance her expertise and develop a plan to acquire new skills. This proactive approach would help instil a sense of control and purpose, counteracting feelings of inadequacy. 

Above all, I reiterated that regardless of the circumstances, she must maintain professionalism and avoid displaying negative emotions publicly, as this would impact her reputation and relationships within the organisation. Of course, I was happy for her to vent to me any time.  

Navigating professional diminishment is undoubtedly challenging, but it also presents an opportunity for profound personal and professional development. 

By addressing feelings of inadequacy, embracing a growth mindset, and actively working towards professional goals, leaders experiencing a setback like Cathy did can not only overcome the immediate challenges, but also emerge stronger and more resilient in the face of future uncertainties. 

Retaining commitment to the organisation involves a delicate balance of open communication, value demonstration, and cultivating positive relationships. It also requires a shift in mindset from potential victim (professional diminishment) to confident protagonist (professional development). 

Remember, Hellomonday provides coaching and support to every leader, prioritising development initiatives that result in long-term sustained learning and change, reinforcing habits through curated learning and impactful coaching, and ideally helping leaders discover new strengths, skills, and possibilities for long-term growth.