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In the modern workplace, middle managers have become the ultimate organizational “shock absorbers.” They sit in the high-pressure gap between executive strategy and frontline execution, often absorbing the stress of both.

With recent data showing that 82% of managers are facing burnout, it’s clear that the “Manager Squeeze” is no longer just a productivity hurdle—it’s a systemic risk. But burnout isn’t always caused by a high volume of work; it’s often caused by high-friction work.

At PI Midlantic, we believe the secret to saving your managers lies in moving from “gut-feel” leadership to data-driven talent optimization. For managers who have the requisite knowledge, skill, ability for the job and enjoy doing it (You did hire good managers, right?!), here are some suggestions for how you can use Predictive Index insights to remove the friction and un-squeeze your leaders.

1. Stop the “Guessing Game” in Delegation

Managers often burn out because they feel they have to manage every output to ensure quality. By understanding Factor A (Dominance) and Factor D (Formality), managers can delegate with confidence:

· The Autonomy Shortcut: For High A employees, managers can simply define the goal and step back. For Low A employees, they provide a collaborative framework.

· The Precision Shortcut: For High D employees, providing clear expectations of results or template saves hours of back-and-forth. For Low D employees, focusing on the “Big Picture” prevents the stifling feeling of over-documentation and freedom to be innovative.

2. Solving the “Meeting Paradox”

A primary driver of manager exhaustion is the sheer volume of coordination. Factor B (Extraversion) tells us how a person processes

information. When you communicate in the “language” your employees’ speak, meetings get shorter and decisions get made faster. Managers can “reclaim their calendars” by identifying how their teams prefer to communicate:

· High B (Extraverted / Informal): These individuals like to process out loud in a verbal sync, preferably in person. Allow some brainstorming for idea collection in a group environment.

· Low B (Introverted / Formal): These teammates would actually prefer—and perform better with—time to process information internally. Sending an email 24 hours in advance with facts to be discussed during the meeting will allow them to come to the meeting with their thoughts already collected.

When you communicate in the “language” your team speaks, meetings get shorter and decisions get made faster.

3. Buffering Against Change Fatigue

In a 2026 economy defined by rapid pivots, managers are constantly asked to lead their teams through the unknown. Factor C (Patience) is the key to managing this energy.

· High C (The Anchors): These team members provide stability but are most susceptible to change fatigue. Managers can support them by explaining the why behind the change, highlighting what is staying the same during a pivot and clarity on what their role is in this future state.

· Low C (The Sprinters): These are a manager’s best friends during a crisis. They thrive on variety, urgency and can handle the high-pressure tasks that might overwhelm others. Their ability to pivot easily makes them great change agents.

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The Executive ROI: Data-Driven Leadership

For HR and Executives, supporting managers isn’t just about offering “wellness days.” It’s about providing the tools and training that make their daily jobs fundamentally easier.

When a manager has access to Team Discovery data, they stop being a bottleneck and start being a conductor. They spend less time “fixing” people and more time hitting strategic milestones because their team is set-up to play to their strengths.

Is your management layer feeling the squeeze? Contact PI Midlantic today to learn how utilizing behavioral data and insights can transform your leadership culture.

Colleen Edmondson – Talent Optimization Advisor