The quiet struggle of mid-level managers: A career crossroads few talk about
As professionals grow in their corporate careers, particularly in fields like banking, they often find that with higher roles come higher complexities. Reaching mid-level management may once have seemed like a dream, a point of arrival filled with good salary, respect, and benefits. However, the reality at this stage is far more nuanced. The job becomes increasingly sensitive, and the room to shift or switch roles narrows down, especially in markets like Nepal where the banking sector is currently facing stagnation and recession-like conditions. Unlike early career phases where exploring new opportunities feels easier, mid-level professionals find that options are limited and risks are higher, making every career decision far more consequential.
At the same time, the role demands constant performance under pressure. Mid-level managers walk a tightrope, they must meet the expectations of senior leadership while also managing teams effectively. There is little space for error, as even small mistakes can raise questions about one’s capability and potential. The fear of underperforming or facing embarrassment in front of peers and seniors becomes a daily pressure. It’s not just about getting the job done; it’s about consistently maintaining high standards, being sharp, strategic, and responsive all while remaining composed under scrutiny.
When tough times come, it’s natural for the mind to start signaling that quitting could be the easiest way out. But this instinctive reaction can be dangerously counterproductive. Quitting in the face of challenge, especially without a well-thought plan, may bring more uncertainty and chaos. Problems are not necessarily the issue, it's often the way we choose to deal with them that determines the outcome. Facing the storm with clarity and courage fosters long-term strength and leadership maturity.
Given the rising stress and pressure, many mid-level professionals often find themselves wondering if exploring other markets or starting their own venture might offer a better alternative. The thought of leaving the rigidity of corporate life behind and chasing a fresh beginning can be tempting. However, running away is rarely the real solution. Instead, the more sustainable path is to confront challenges head-on, gain deeper experience, and build the resilience needed to lead through adversity. This difficult period, if endured with clarity and strength, often shapes the foundation of a mature, capable leader.
By mid-career, most professionals have fixed financial obligations from supporting families to paying EMIs to planning children’s education. Despite earning a respectable salary and enjoying corporate benefits, building real net worth remains a challenge. There is a financial bind that makes one risk-averse and sometimes, emotionally fatigued. The pressures at work merge with pressures at home, creating a cycle where burnout can quietly creep in.
What makes it more difficult is the illusion that one has “arrived.” For years, becoming a mid-level manager might have been a goal. But once there, it’s evident that this level is more of a transition zone than a final destination. The responsibilities are immense, but the authority is still limited. One must perform exceptionally while waiting patiently for growth, for recognition, for that next opportunity. And while there is pride in what one has achieved, there is also a lingering sense of uncertainty about what comes next.
In truth, the mid-level management phase is not just about career advancement; it is a complex balancing act between ambition, obligation, and emotional endurance. It demands resilience, adaptability, and a deep reservoir of inner strength. Behind every seemingly composed mid-level manager is a story of quiet struggles, strategic compromises, and the determination to hold everything together both professionally and personally. And for those who choose to face the storm instead of fleeing from it, the reward is not just survival, but the transformation into a seasoned and mature leader.
Mid-level managers are a quality resource for any bank or institution. They are not just operational executors but also cultural pillars who hold teams together and carry the weight of organizational goals. Especially in times of crisis or stagnation, their role becomes even more critical. Organizations must recognize their contribution and take care of them not just with salary and perks, but through support systems, opportunities for growth, and a culture of respect. The cost-to-benefit ratio of investing in mid-level managers is minimal compared to the immense value they bring. Empowered and supported, they can become the very force that drives institutions forward through both calm and crisis.
Lessons from decayed leaves and non-performing loans
In the dynamic world of finance and business, bad debts are often perceived as failures—a sign of inefficiency or mismanagement. Similarly, in nature, a tree shedding its leaves is sometimes mistaken as a sign of decline. Yet, if we look closer, nature offers a profound insight: growth, decay and renewal are inevitable stages of a healthy, enduring cycle.
A leaf begins its journey as a vibrant, essential part of a tree, contributing to photosynthesis and nourishing the plant. Over time, it ages, loses its vitality and eventually falls to the ground. This process is not a failure but a necessary step in the tree's life cycle, clearing space for new growth and sustaining the tree’s longevity. Bad loans in financial systems mirror this natural process. A loan begins with a promise of enabling growth for both borrower and lender. However, economic downturns, policy constraints, mismanagement or unforeseen circumstances can lead loans to become non-performing. Like a decayed leaf, a bad loan may no longer serve its original purpose but offers valuable lessons and opportunities for renewal.
Rather than viewing decayed leaves or bad loans as mere losses, we should see them as integral parts of a natural cycle. Decay represents not the end but the beginning of renewal. A tree sheds old leaves to sustain health and make room for fresh growth. Similarly, financial systems must accept the inevitability of some failures while focusing on recovery, restructuring and learning from past mistakes.
This perspective encourages resilience and optimism. While addressing the causes of bad loans is essential, it is equally important to recognize that not every loan will succeed. The goal is to ensure that the overall system remains robust—like a healthy tree that thrives despite shedding some leaves.
To preserve the health of a loan portfolio, just as trees need proper care, several key actions are essential. Financial institutions must start by performing comprehensive background checks and analysis before issuing any loans. Throughout the loan's lifetime, they should keep close watch on both the borrower's financial situation and broader market trends. When borrowers face difficulties, lenders should offer various forms of assistance, including loan modifications and expert advice. Likewise, lenders must stay nimble and ready to adjust their approach as economic conditions and industry dynamics shift.
Viewing bad loans as part of the renewal cycle will shift the narrative from despair to action. A tree does not stop growing because some leaves decay, nor should financial institutions or economies falter because of setbacks. New opportunities—fresh borrowers, businesses and innovations—will continue to drive progress. We must also recognize the contribution of both the fallen leaf and the bad loan. Each played a vital role in its trajectory, enabling progress along the way. Therefore, it is essential to elevate our mindset, address systemic gaps and move forward with a renewed focus on sustainability and resilience.
Bad loans are not the end of the road; they are reminders of the cyclical nature of growth. Blaming individuals or departments for a non-performing loan without clear evidence of intent overlooks the collective and systemic factors at play. By adopting the lessons of nature, financial systems can foster innovation, recovery and growth. Just as a tree flourishes despite shedding leaves, financial systems should focus on renewal and resilience. With a forward-looking mindset, we can create a robust ecosystem that thrives through challenges and embraces the natural process of growth and renewal.
