Top Skills Hiring Leaders Seek in Middle Managers Today

By: Supraja Mohanty and Charulatha

Shifting Focus from Technical Skills to People Leadership

Traditionally, technical skills were considered a significant factor while recruiting middle management executives. However, the focus has now shifted towards candidate’s people leadership skills.

“Technical skills matter, but how a manager leads people makes the real difference,” says Pratiba Maalpekar, VP and Head H, Shobiz Experiential Communications. She believes that what makes a manager unique is not their knowledge but their ability to manage people every day.

Pratibha also cites a massive surge in value of adaptability and emotional intelligence in the modern workplaces. Additionally, one’s proficiency in collaborating with other teams and ability to foster team spirit is a key factor she considers while hiring for middle management roles. “I look for adaptability, emotional intelligence, and the ability to collaborate across diverse teams,” she reveals.

The Robert Half Hiring Managers Survey 2025 also finds a growing disconnect between the skills employers want and the skills candidates are ready to bring to the table, especially around communication and leadership.

In her view, leadership is not only about being the boss but also about fostering a conducive work environment. “Creating an inclusive environment where everyone feels valued, listened to, and supported is key,” she states while emphasizing the importance of developing trust through self-awareness and empathy is a step further. “Self-awareness, empathy, and thoughtful decision-making help build trust and drive performance,” she adds.

Middle management roles in some industries demand the blend of interpersonal and operations skills as explains Remya Thomas, Head – Human Resources & Admin, Embassy Services. “In the Real Estate Industry, Property, Project, Facility, Security middle Management roles demand a strong blend of interpersonal and operations skills.”

In her opinion, being a success middle manager means much more than being a technical genius. “What truly differentiates high-performing managers is their ability to manage people, clients and on ground realities simultaneously,” she adds.

The role, essentially, turns into the face of the company in the local area. She explains, “In our industry, client centricity is paramount, as managers are the face of service delivery and must consistently manage expectations, resolve escalations and build long term relationships.” Also, internal leadership is equally important. “People leadership is critical as they manage large diverse teams where empathy must balance with discipline.”

Industries such as real estate are highly unpredictable, therefore they demand managers who can keep calm under pressure. “Crisis management and resilience is non-negotiable as situations on ground demand quick, composed decision making.”

It becomes obvious that middle managers have now become much more than just an anchor for the operational aspects. As noted by Remya, “they are shaping client experience, driving team culture and safeguarding the organisation’s brand on the ground.”

Ultimately, the key to becoming a successful middle manager lies in mastering the art of balancing, “Managers who balance people and results inspire teams to do their best work while fostering a culture where everyone can thrive,” says Pratibha.