Your old role isn’t coming back

Middle managers made up nearly one-third of all layoffs in 2023, an increase from about 20% five years prior. Gartner predicts that by 2026, 20% of organizations will utilize AI to reduce their middle management ranks, eliminating over half of these positions. This trend is confirmed by data showing a 6.1% decline in manager head count from May 2022 to May 2025.

Furthermore, Korn Ferry's Workforce 2025 survey reveals that 41% of employees have witnessed their organization reduce the number of management layers. The shift towards AI has led to the elimination of numerous middle management roles, fundamentally altering the corporate landscape. No longer just a matter of job loss, this trend signifies a broader transformation, with roles disappearing altogether.

The prevalence of direct reports per manager has also risen significantly, from 10.9 in 2024 to 12.1 in 2025, a near 50% increase since 2013. This phenomenon highlights that departing managers are not being replaced; their teams are being absorbed into other managers' responsibilities, marking the disappearance of roles. Despite the conventional advice to "get back out there" after rejection, this guidance assumes that opportunities still exist.

However, with the disappearance of certain roles, this advice becomes less applicable. Companies are increasingly relying on AI to handle coordination, reporting, and monitoring tasks traditionally performed by middle managers. As a result, the traditional career ladder is disintegrating, rendering the notion of returning to previous positions obsolete.

Instead of seeking the same roles that have vanished, individuals must build new paths forward. Diversification is the key to navigating this uncertain terrain. The traditional mindset of relying solely on landing a comparable role is flawed. Instead, individuals should view their career recovery as a multifaceted portfolio, akin to how companies approach risk management.

By diversifying their efforts, they can spread risk and uncover various opportunities. While some bets, such as taking on fractional work or consulting engagements, offer immediate income and learning opportunities, others, like pursuing bold new ventures, carry higher risks but potentially greater rewards. This approach allows individuals to test different avenues, learn from each experience, and eventually identify which paths hold promise.

Furthermore, the focus should shift from titles to the core skills and experiences that define an individual's capabilities. Middle managers, despite their roles being in decline, possess a wealth of expertise honed over years of experience. By translating their achievements into tangible skills—such as training design, coaching, and negotiation—they can present themselves to employers more effectively.

This translation allows displaced managers to showcase their unique value proposition, regardless of the specific titles they held. Additionally, embracing new technologies becomes essential in this evolving landscape. While displaced managers may lack familiarity with AI, there exists a significant opportunity to leverage these tools to complement their skills and enhance their employability.

By learning to effectively utilize AI in their work, managers can bridge the gap left by the declining middle management roles and position themselves for future success. In conclusion, the changing corporate landscape requires a strategic and adaptable approach to career recovery. Rather than clinging to outdated notions of job security, individuals must embrace a portfolio-oriented mindset, diversify their efforts, translate their existing skills into new contexts, and embrace emerging technologies.

By taking proactive steps to reinvent themselves, displaced managers can navigate the challenges of a rapidly evolving workplace and build a resilient career for the future.