Senior managers, directors, or practice leads—are increasingly finding themselves in one of the most demanding positions within professional service firms. Positioned between senior leadership and delivery teams, while simultaneously managing client expectations, they face a unique blend of competing demands, heightened accountability, and limited authority. 
 
Senior managers and directors sit in the centre of ambition and operational day to day delivery of the business. Pressures from above: Within their role, Partners and senior leaders expect them to have effective execution, growth and control of all aspects. Pressures from below: Team members require guidance, support and clarity. Pressure from around: Clients demand responsiveness, quality, and outcomes.  
 
The result: A constant push-pull dynamic where priorities conflict, time is scarce, and expectations are high. Unlike senior leadership, senior managers and directors are often held accountable for outcomes without the autonomy, resources, or commercial incentives to fully control them. Whether it’s constrained budgets, stretched teams, or competing internal priorities, they are expected to deliver results regardless of the barriers they face. They carry a significant load—project delivery, people development, client satisfaction—yet the recognition or reward often goes elsewhere.  
 
The clear disconnect between responsibility and perceived impact can lead to disengagement or burnout. Organisations who ignore this dynamic risk losing critical talent at a pivotal career stage. Without the title or power of a partner, and without being part of the frontline team, senior managers and directors must lead through influence.  
 
Key attributes for senior managers and directors to succeed the pressures:  
 
They must have the ability to set boundaries, clarify priorities, and influence without authority becomes essential to survival and success in this space. Being resourceful is key —maximising what they have, making fast, pragmatic decisions, and knowing when to escalate versus when to own a challenge. Building credibility, listening deeply, and aligning stakeholder interests are vital skills. 
 
They need to develop mechanisms to support, recognise, and empower this group is essential for long-term capability. Efficiency comes when senior managers and directors are connectors—they translate strategy into action, act as a sounding board for teams, and manage upwards with insight and calm authority. 

They critically need to be highly efficient and good at time management. Setting boundaries and saying ‘no’ becomes essential, it is too easy for others to dump everything into their inbox. And saying ‘no’ in an acceptable way is often critical too! I have coached several people at this level and they are often in despair about how to manage both their workloads and their lives. 
 
Senior Managers and Directors are not just conduits between leadership and teams—they are critical drivers of performance, culture, and execution. Yet they are often the most overlooked group in leadership development and organisational support. To build resilient, future-facing firms, organisations must invest in those holding it all together in the middle. 
 
They don’t just manage—they enable strategy, empower people, and hold the business together when pressure peaks. Recognising their role, and equipping them with the tools to thrive, is no longer optional. It is essential.  
 
Coaching, mentoring, or advisory support—can provide clarity, provide useful tips and tools, reduce decision fatigue, explore options, provide support and offer neutral perspectives. These support structures are not luxuries; they are part of the necessary infrastructure to sustain senior management and directors performance.