Middle Management Under Pressure: The “Trapped in the Middle” Generation in the Banking System

In the banking system (and not only), a paradox is becoming more visible, yet still too little discussed: the middle management segment — the generation “trapped in the middle.”
It is a segment that sustains, executes, motivates, and brings strategy to life… but one that has fewer and fewer real opportunities for growth and development.

Why managers in headquarters have greater chances than those in the field

Most banks in Romania have their headquarters in Bucharest. This is where decisions are made, transformation projects are built, where visibility is higher, and direct access to top management exists.
In most banks, promotions to higher roles happen almost exclusively at headquarters.

Branch managers, regional managers, or those who coordinate business centers — even the most competent among them, with years of consistent over-performance — have a very limited chance of being promoted.
Why?
Because in the field, organizational structures are flattened, there are few roles with strategic components, limited exposure to regional or cross-department projects, people remain in the same position for many years, and there is also the (sometimes unfair) perception from headquarters that those in the field have a more “operational” and not strategic role.

This reality is also confirmed by LinkedIn Global Talent Trends 2025, which shows that 65% of middle-management professionals who work outside major urban centers feel they have reduced chances of advancement, regardless of performance.

Middle management in headquarters: organizational maturity reduces growth opportunities

Even at headquarters, department heads face an invisible ceiling.
The banking system has matured.
Structures have stabilized.
Strategic roles have been occupied for years.

After 10 years in the same organization, middle managers increasingly hear:

• “You are very valuable, but we have nowhere to promote you.”
• “You are indispensable in your current role.”
• “At the moment, no new positions are being created.”

In many cases, senior management perceives them as being “fixed in their role,” even though they have given everything over the years: initiative, motivation, results, and in some cases even compromised their health or family life.
But the organization feels they have “told their story.” And this leads to professional stagnation and emotional fatigue, even though for the organization they remain among the most stable employees.

In the field, the situation is even more delicate

Many talented managers in the network — some with 15–20 years of experience in the same role and the same organization — acknowledge the same thing:
“I no longer have anywhere to grow. There are no more steps after my position. I’ve become accustomed to this place. I no longer have the energy to start over in another organization.”

Only a few large banks can still offer vertical career paths. For the rest, professional growth becomes like the game of musical chairs — too many players and too few seats.

And here lies the major risk: good people remain stuck, become demotivated, and turn invisible — not because they are not valuable, but because the organizational architecture needed for advancement no longer exists.

The solution? A mindset shift (among employees): from “I’m waiting for a promotion” to “I am the one who designs my career”

LinkedIn and Gallup studies are clear: middle managers who take their professional development into their own hands increase their chances of promotion or external transition by over 40%.

What does this mean in practice? What should they actually do?

Constantly invest in education & certifications (not wait for the organisation to do it)
The world is changing. Banking is changing. New digital skills are required ( artificial intelligence, machine learning, content generation, image editing, data analysis, business intelligence, or cloud computing (according to Profit.ro).

Actively seek lateral opportunities
Sometimes vertical advancement is not possible. But a lateral move into a more strategic area can completely relaunch a career.

Overcome geographical limitations
It is difficult for those with families, children, or parents in care. Yet younger professionals show much higher willingness to relocate, even to another EU country, in order to advance (according to a Cook Communications survey – Young Money Matters).
Many valuable managers limit their own options.
But the regional (CEE) market has real demand for Romanian talent.

Learn foreign languages and gain international/regional exposure
It is no longer conceivable to access a managerial or specialist role with regional scope without speaking at least advanced English.

Build strategic networking, attending events, summits, professional groups, local business communities, chambers of commerce; building local communities in their area of interest, including through social media.

Pay attention to building an authentic personal brand
If you think about your career, you cannot ignore how your LinkedIn profile looks, how you contribute to the professional community you belong to.
Years go by incredibly fast, and you wake up facing a harsh reality,  that you may miss unique opportunities simply because you did not give the minimum necessary attention to maintaining and building your personal brand.

Conclusion? Middle management is the generation that sustains the system, but the responsibility for your career is not the organization’s, it is yours

We are witnessing a critical period for middle management in banking, because structures are mature, promotions fewer and fewer, the pressure for consistent results increasing, and organizational directions shifting often.

But precisely for this reason, career redesign becomes an essential skill.

Those who will have the courage to reassess their options, broaden their horizon, and invest in visibility will be the ones who make the leap to higher positions — whether in Romania or in the region.

And we, at Antal International, are direct witnesses to these transformations. With more than 130+ offices in 35+ countries, we have the capacity to connect Romanian talent with real opportunities across Europe.

If you are a middle manager in banking and feel you’ve reached “the ceiling,” we can discuss your professional pathway together.