Reflecting on how one’s work impacts the “big picture” within an organization is often considered the domain of executives and senior leaders. Though middle managers and lower-level employees play vital roles in shaping a company’s success and culture, they aren’t typically encouraged to reflect on their broader impact in the same way.
Below, 20 Forbes Coaches Council members explain why this disconnect occurs in many organizations and how fostering reflective awareness at all levels can create a more cohesive, collaborative company culture. Follow their advice to get everyone in a company thinking “bigger picture,” regardless of their position.
1. Inadequate Communication Of Organizational Goals
Inadequate communication of organizational goals by leaders often means middle managers and lower-level workers are unclear about how their work impacts the wider team. By ensuring each employee understands their role in the bigger picture, leaders can create a culture of engagement and innovation. This will encourage all to reflect on their impact, improving alignment and overall company performance. - Ula Ojiaku, Mezahab Group
2. A Lack Of Training For Middle Management
If companies aren’t training middle managers, they’re making a critical mistake. Untrained middle managers are the Achilles’ heel of organizations! Anyone overseeing others must develop self-awareness, technical competence and human skills. Without this, we risk low managerial effectiveness, which is vital because an individual’s experience at work is primarily shaped by their immediate manager. - Ajit Dodani, EmpathifyU
3. Systems That Don’t Value Individual Input
Have companies been built on a system where individuals’ input is valued at a senior level? What value system can be encouraged and instituted to build a stronger organization? Building a thriving mindset culture where leadership starts at the individual regardless of seniority creates a positive culture, empowerment and corporate growth. - Dr. Terrie Hope, Access Brilliance
4. A Focus On Deadlines And Targets
When employees are focused on meeting deadlines and hitting targets, they don’t have time to step back and reflect on the impact of their work. It’s important for leaders to create intentional moments of reflection. These can be team conversations or one-on-one check-ins. This connects their work to the bigger picture, and companies can build a culture where everyone feels empowered to make a difference. - Daria Rudnik, Daria Rudnik Coaching & Consulting
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5. A Mindset Of Execution Over Strategy
Traditionally, middle managers are viewed as “cogs in the machine,” tasked with execution rather than strategy. This siloed mindset undermines their potential to innovate and connect their work to the bigger picture. Cultivating this reflection—perhaps through monthly “impact huddles” where teams map their contributions to goals—could shift the organization’s culture of collective accountability. - Thomas Lim, Centre for Systems Leadership (SIM Academy)
6. The Perception Of Teams Being Tactical, Not Strategic
Middle managers and lower-level workers are often seen as tactical, not strategic, so their impact gets overlooked. But when teams connect their work to the bigger picture, ownership and pride grow. One company had its customer service team map out how every interaction affected revenue and customer loyalty—morale skyrocketed when they realized they were shaping the brand, not answering calls. - Alla Adam, Adam Impact Institute
7. Organizational Silos
Middle managers and lower-level employees often lack support to see how their work impacts the team and focus on immediate tasks instead of strategic contributions. Organizational silos and an emphasis on efficiency can limit awareness of broader goals. Encouraging a mindset of interconnectedness at all levels can enhance company culture and promote ownership, collaboration and innovation. - Curtis Odom, Prescient Strategists
8. The Belief That Workers Are Not Empowered
Middle managers and “lower level” contributors are not encouraged to reflect on their impacts because they are often viewed as unempowered workers, expected to carry out processes and tasks, instead of as assets worthy of leadership and accountability development. Implementing enterprisewide “leading from any chair” and “collective impact” mindset development will ignite a more team-oriented culture. - Barbara Anne Gardenhire-Mills, Purpose-Filled Solutions & Evolutions®
9. The Artificial Divide Between ‘Strategists’ And ‘Executors’
Middle managers and lower-level workers don’t often reflect on their impact because we typically divide roles into “strategists” and “executors.” But what if everyone, regardless of their position, saw themselves as contributing to the company’s bigger picture? Shifting this mindset could make every role feel essential, driving collaboration and a stronger, more agile culture. - Jackie Simon, Jackie Simon Coaching
10. Seeing Lower-Level Workers As Technical ‘Doers’
When middle managers and lower-level workers are seen as technical experts and “doers,” they may be overlooked when it comes to connecting their impact to business outcomes and goals. One best practice is to connect all team members’ roles to the company’s mission, vision and goals. Why? It inspires them to believe in the importance of their work! - Kathleen Shanley, Statice
11. A Focus On Top-Down Strategies
Middle managers and lower-level workers often aren’t encouraged to reflect on their impact because organizations focus on top-down strategies, assuming lower-level roles are too task-focused. Cultivating a mindset at all levels that fosters ownership, accountability and alignment with broader goals increases engagement, collaboration and innovation and strengthens company culture. - Maryam Daryabegi, Innovation Bazar
12. Limited Insights Into ROI Details
Middle managers and lower-level workers often lack visibility and purpose due to insufficient communication from senior managers, who may keep ROI details to themselves. Strategy is typically top-down, rarely involving those who are executing the tasks. By improving transparency, involving all levels in strategic discussions and enhancing communication, they can foster a more engaged and aligned workforce. - Aurelien Mangano, DevelUpLeaders
13. The Absence Of A Culture Of ‘Ownership’
In my experience, the lack of middle management connection to impact is less about them and more about creating a culture of ownership. When given the autonomy to truly “own” results and the power to make strategic decisions, they have the capability to reflect. As owners, they then provide updates directly to the executives and realize the impact of their work. - Laurie Waligurski, LGW Executive Consultants, LLC
14. Vertical Dilution Of Messaging
Vertical dilution of messaging and culture is all too common in organizations. I find that it often boils down to intent and how messages are passed down. Clear communication about why things happen is just as necessary as letting people know what happens and how. - Ed Brzychcy, Lead from the Front
15. Traditional Organizational Structures
Many companies still operate with traditional structures where big-picture thinking is only reserved for senior leaders. Encouraging reflection at all levels fosters a sense of ownership and purpose. When people see how their work drives results, engagement and innovation flourish. Shifting from a top-down approach to a shared mission transforms the company’s success. - Veronica Angela, CONQUER EDGE, LLC
16. A Lack Of Focus On Development
Middle managers and lower-level workers often aren’t encouraged to reflect on their impact due to a lack of development focus. Cultivating psychological capital—self-efficacy, optimism, hope and resilience—empowers them to see their value, boosting engagement and accountability. When all levels adopt this mindset, it fosters a culture of shared purpose, collaboration and higher performance. - Diana Lowe, Blue Light Leadership
17. The View That Reflection Is Only For Leaders
Middle managers and workers often miss the chance to reflect on their impact, as big-picture thinking is seen as a leader’s role. This limits connection to the mission. Reflection huddles—short team sessions where members share how their work drives goals—can change that. When leaders celebrate the “why” behind efforts, teams feel purpose and thrive. - Lynne Levy, Lynne Levy Coaching
18. A Heavy Focus On Individual And Team Execution
A heavy focus on individual and team execution often keeps people from considering their impact across departments. Many don’t realize the full extent of their influence on the big picture, often resulting in frustration and outrage as they blame people from other teams for missed deadlines and poor results. A mindset shift can build a culture of trust and collaboration, driving high performance. - Andrea Wenburg, Voice of Influence
19. Limited Collaboration Between Leaders And Employees
By hosting listening sessions and regularly working alongside lower-level colleagues, leaders gain firsthand experience of daily operations, fostering empathy and mutual respect. This approach bridges gaps, enhances communication and strengthens company culture by aligning leadership perspectives with frontline realities. - Stephan Lendi, Newbury Media & Communications GmbH
20. Disconnection From The Mission
Middle managers and lower-level workers are rarely asked to see how their work shapes the bigger picture, leaving them disconnected from the company’s mission. This oversight can stifle motivation and creativity. When all teammates are encouraged to see the ripple effect of their efforts, it fosters pride, collaboration and a culture where every individual feels deeply valued and purpose-driven. - Carlos Hoyos, Elite Leader Institute