Welcome to this week’s blog that considers the working world, what we do,

and what it takes to work with purpose, lead with impact, and engage with people in a way that really makes a difference. In our ‘Work Unplugged’ podcast last week, Amrit spoke about the potentially outdated view of a line manager, and considered something much more future focussed and relevant – switching out line managers, and embracing facilitators instead!  

When you picture a line manager, do you think back to military history, where the Line Officers translated the Generals’ orders into action? Or maybe the industrial revolution, where a Textile Mill Supervisor managed things enough to keep the machines running, make sure tasks were completed, and that the owners were satisfied. The role of a manager was clear, direct, and simple.

Fast-forward to today, and you’ll see the line manager’s job has morphed into one of the most complex roles in any organisation. They’re juggling compliance, performance, wellbeing, engagement, hybrid working, involvement, innovation, strategy, and operational delivery, all at once. It’s no wonder we call it the “squeezed middle.” It has just become the way it is, and I am not sure we have ever truly considered what we truly want from our line managers.

Once upon a time, strategy was linear. Boards and senior leaders set the strategy and cascaded objectives down the hierarchy. Line managers brought it to life, translating ambition into tactical plans. There was clarity: “Here’s what we do in year one, year two… here’s how we’ll stay on track.”

But today? The world is uncertain, unpredictable, volatile. Leaders struggle to set a strategy when the fog of change is so dense. Sometimes, we have to wait for it to lift to even see the next step. So, without a clear strategy, whatever is the role of a manager in this chaos?

So, as stated above, Amrit proposes moving from managers to facilitators instead. Now I love this! It feels so much more ‘now’! It feels so much more needed, and relevant in todays working environment, and he makes a compelling argument.

When we give someone the manager title, we suggest their job is to “manage” tasks or people. But let’s be honest: most people don’t need to be managed. Instead, what organisations really need is someone who acts as a critical accelerator for development, while ensuring smooth and efficient operations. So, let’s have a go at flipping the script. Instead of managers, let’s embrace facilitators.

What exactly is a facilitator? The Merriam-Webster dictionary defines a facilitator as:

“Someone who helps to bring about an outcome (such as learning, productivity, or communication) by providing indirect or unobtrusive assistance, guidance, or supervision.”

A facilitator’s purpose then, is to drive learning, boost productivity, and strengthen communication across teams. Now we are engagement specialists who carry out engagement surveys, and we are well placed to inform you, the things always at the top of employee engagement surveys? Personal development and communication!

A facilitator could help make sure that personal development of people, and the communication between departments is at the top of the agenda, helping productivity sore. So, what would that look like?

• Developing Real Learning

We know budgets are tight. Each year, we’re asked to do more with less. When we look at big, extravagant development programmes, we can be forgiven for thinking 'what value are they adding'?  They can feel disconnected from the daily grind, and any impact can be lost from the training room to the floor. And yet on the floor, in field, or wherever your employees reside, there is knowledge. In the heads of those doing the do, and it often stays locked away in there, invisible.

Facilitators could change all this. How? By identifying real, immediate learning needs and creating local opportunities for growth that are practical, engaging, and linked to the team’s challenges and performance. They’d be hands-on, embedded, working closely with their teams so that development resonates and has measurable impact. And they would be upskilling and sharing knowledge. No single points of failure here!

• Boosting Productivity

How much time do you waste on pointless meetings? The traditional manager often gets lost in endless discussions with little impact. In fact, we often hear how people are invited to meetings that have nothing to do with them, so they stop going and no one even notices! We aren’t even challenging! What a total waste!  

Facilitators, however, could hold purposeful monthly meetings, gathering with peers to address live operational challenges. They’d make it their mission to bring voices from the front lines to the fore, ensuring ideas get heard and acted on fast. This would empower teams to solve problems collaboratively, break down silos, and transform operational effectiveness.

• Enhancing Communication

Silos are the enemy of progress. But if facilitators continually connect teams, share vital information, and truly understand different functions, the whole organisation becomes a unified, powerful force. Facilitators open new channels, reduce friction, and help combat divisive “us vs. them” mentalities. Replacing tribalism with a common purpose.

• One Mission, One Organisation

Imagine an organisation with no managers, just facilitators.  Whose only job is to create a stronger, more aligned business. Silos? A thing of the past. The pace of change and uncertainty will only accelerate, but so can our adaptability.

We’ve moved beyond the command-and-control style of leadership. It is so outdated.  Now, it’s time to reimagine the roles we actually need, that have the power to catapult performance and collaboration. Stepping away from the hierarchical, task-based view of management. It’s things we manage, not people. And most things will be automated anyway, if not now, then soon!

Facilitators would champion personal development, collaboration, and communication, driving operational excellence. And if you think your people actually need managing just to get their jobs done, then perhaps ask yourself: Who are you recruiting? Are they truly aligned to your values? And if not, perhaps a facilitator, focussed on development and acceleration, could make it their mission to upskill, or ship out!

Facilitators would be fanatical about culture, values and role-modelling for all to see, anyone not pulling their weight, or who didn’t fit culturally would stand out like a sore thumb. Maybe now’s the time to stop managing and start facilitating. Let’s break down barriers, empower our teams, and build organisations where everyone is aligned, engaged, and unstoppable!

If you'd like to listen to this podcast, please click here!