The role of middle management remains a widely debated topic in business circles. With the rise of Artificial Intelligence, the gap between lower-level employees and senior executives has become even more apparent to scholars and industry leaders.
A recent research paper from the University of Chicago sparked my curiosity about how organizations often categorize employees into three broad groups: Grinders, Minders, and Finders.
Three Roles, Simplified
Here’s a straightforward (though non-scientific) breakdown of these roles:
- Grinders: Junior staff start out as “Grinders,” the team members pressed into 12- or 16-hour days when a firm undersells a project amid concerns about low utilization or some other factor results in unexpected circumstances. If Grinders disagree to the terms, Minders tell them there are 10 other staff members ready to replace them. No surprise, this group usually has the highest turnover and comes to be turned off by the consulting profession.
- Minders: This is middle management. They crack the whip on Grinders and shoulder the blame from Finders if projects come in over budget and late. There is an argument among some that Minders have a “meaningless” role because Finders could just as easily manage the Grinders in many organizations. Others would argue it is “thankless” because their core functions are not appropriately recognized or valued.
- Finders: These are CEOs and partners in firms. They may be responsible for bringing in $5 million in sales and $7 million in utilization, for example, and will do whatever it takes to meet these goals. Once they do, any problems that may follow in a project’s execution belong to the Grinders and Finders. Finders receive 80% of profit share and earn the money off the backs of the two other groups. Grinders and Minders toil in their roles with hopes of one day earning this position, perhaps not recognizing that lifestyle and personality changes are required along with the title change. Grinders and Minders toil in their roles in the hopes of one day earning this position, but in reality are likely to retire in a Minder role before ever moving on to Finder.
The Roles Examined with More Nuance
Let’s look (again, non-scientifically) at the characteristics and incentives of each role as they are often perceived and positioned.
| Role | Purpose | Characteristics | Incentives |
| Grinders |
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| Minders |
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| Finders |
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Clearly, this is still a simplified view and many would argue that the complexities of each can vary by industry, discipline and function. Middle managers may be taking beating in some circles of corporate commentary, but I find it hard to envision true success without this in-between layer shepherding Finders and Grinders from start to finish.
The hope is this framework illustrates professional roles in a way that can enlighten staff and foster change and empathy in how they are traditionally treated. Business leaders are urged to understand how all three roles contribute to an organization’s overall workplace culture.
Tim Powell is a Principal with Foodservice IP, a professional services firm aimed at delivering ideas for managers to guide informed business decisions.
To learn more about FSIP’s Management Consulting Practice, click here.
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