The mid-level squeeze: Why your senior ICs are stuck—and how to get them moving again

Senior individual contributors (ICs) are often the most capable people in your organization. They know the work, own the outcomes and keep your company moving.

But at a certain point, a lot of them stall.

They’ve hit the top of the IC ladder. Management isn’t appealing (or available). And the development opportunities that once felt challenging now feel recycled.

It’s not disengagement. It’s stagnation. And it’s quietly costing you in performance, retention and innovation.

Here’s how lean HR teams can break that pattern—and help senior ICs find traction again.

Understand the “mid-level squeeze”

Most organizations reward early growth with clear promotions: new titles, new scope, new support. But once ICs reach the senior level, that runway flattens.

What’s left? Vague feedback like “keep doing what you’re doing.” Occasional stretch assignments with little context. And the unspoken message that management is the only next step.

It’s not enough.

Give them a different kind of challenge

Senior ICs don’t need basics. They need a challenge.

Think:

• Cross-functional leadership (without people management)
• Visible ownership of strategic initiatives
• Teaching, mentoring and thought leadership as part of the role

These aren’t “next steps” in the traditional sense. They’re lateral growth opportunities that build influence, increase impact and make the job interesting again.

Rethink what development looks like for ICs

Training for ICs isn’t about tools or systems. At the senior level, it’s about sharpening behaviors and expanding scope.

Skills to focus on:

• Strategic communication: Can they influence across teams?
• Self-advocacy: Are they visible for the value they create?
• Mentoring: Can they lift others up and share what they’ve learned?
• Navigating ambiguity: Are they solving the right problems—not just the visible ones?

Live learning, simulations and peer-driven sessions work well here. Especially when paired with manager feedback or connected to big internal priorities.

Build new ladders—even if you’re not hiring

You don’t need a dozen open roles to make IC growth real. Focusing on talent density helps you elevate the stars you already have on your team.

What works:

• Internal certification tracks tied to business goals (e.g., “lead reviewer,” “coaching contributor,” “project quarterback”)
• Invite-only sessions or cohorts for high-performing ICs to stretch together
• Clear “next level” criteria that don’t involve a team headcount

This gives people a path forward—even when budgets are tight.

Help managers get better at developing ICs

Most people leaders are trained to manage performance, not potential. They know how to correct behavior, but not how to grow it—especially at the senior level.

That’s where HR comes in:

• Provide prompts and frameworks for better development conversations
• Normalize skill mapping that includes IC growth, not just manager readiness
• Track development outcomes alongside performance—not instead of it

When managers know what “good” IC growth looks like, they can reinforce it early and often.

Senior ICs want to grow. They just need better options.

And if you give them those options? You get more engaged employees, stronger internal pipelines, and a lot less turnover at the top.

Don’t let your best people stall out. Challenge them, support them, and show them there’s still room to level up.

‍