That requires the middle managers to actually understand the jobs and responsibilities of their staff. For me, this hasn't been the case in over a decade. Since my current boss doesn't really have a technical understanding of what's involved with his teams responsibilities, he instead simply feeds metrics to his boss (also not technical). These metrics range from tickets closed, system uptime, and "automation." I would love to have the Bobs come in and ask him what he actually does here.
It's also important to realize that what middle management wants and what its staff thinks is important usually diverges. Middle management wants to look good, to climb the ladder. Staff generally wants someone to provide guidance, and remove obstacles. If middle management isn't technical, there ends up being a gap.
My favorite is a manager who hired a DevOps admin. This person had never touched Docker, yet after a one week course, was put in charge of our environment. Needless to say, he's made Docker look really bad due to his inexperience. The manager looks good though, because our stodgy company is using Docker.
My second is the manager who was hired to manage our SQL and Oracle team. He has no experience with either database, and was a pity hire by our VP. He's been wonderful.../s