Most leadership conversations focus on frameworks and strategies at the front-line leadership or executive leadership level, but what’s often overlooked is the missed opportunity organizations face when they fail to recognize the pivotal role of Directors and Senior Directors. If organizations aren’t careful, they risk underutilizing the very leaders who bridge vision and execution, shaping both strategy and culture.
The Director and Senior Director levels are a leading indicator of an organization’s cultural health. When leaders in the middle thrive, alignment, clarity, and execution improve across the business. When they struggle, the entire system feels the strain.
Barry Oshry’s work in organizational systems reveals that the middle isn’t just a pressure point—it’s a power position. The best directors don’t just pass down strategy or push up challenges—they shape the system by translating vision into action and aligning teams across silos.
Why Good Directors Can Be Torn
Directors are often caught in a tug-of-war of expectations. Senior leadership demands alignment with strategic priorities, while teams need clarity, resources, and advocacy. Peers across functions require collaboration and coordination, adding yet another layer of complexity. The result? Directors frequently feel stretched thin—expected to execute with precision while operating in ambiguity. Without the right tools and mindset, they risk becoming overwhelmed rather than empowered.
From Stretched Thin to Strategic Impact
To shift from reactive execution to powerful leadership, directors must master three key moves:
- Sensemaking: Leaders in the middle have unique visibility into both strategy and execution—great directors use this vantage point to create clarity and alignment.
- Shaping the Narrative: Don’t just carry messages between executives and teams—refine, clarify, and own them so they drive action.
- Leading Across, Not Just Up and Down: The real influence of middle leaders comes from their ability to connect peers, break down silos, and drive collaboration.
The middle isn’t a waiting room for higher leadership—it’s where transformation happens.
If you’re leading from the middle, how are you shaping, rather than just surviving?
