1. Show how the proposed changes directly support their team’s success, efficiency, and long-term career growth, creating a sense of alignment and personal benefit. 2. Share case studies, pilot project outcomes, or relevant data to demonstrate how similar changes have yielded positive results in comparable situations. 3. Engage middle managers in planning and decision-making, allowing them to contribute their insights and feel a sense of ownership in the change.

You have to show them how what’s in it for them. Spend time on how their role contributes to the entire project and organization growth. When people understand the importance of what they’re doing and how it relates to the larger effort and community, they start to melt their perceptions about extra work and fear and nothing ever changing. Spend time to take them through the change step-by-step and support them they usually become your champions!

Convincing middle managers to embrace change requires clear communication and support to help them see the benefits: Highlight Tangible Benefits: Demonstrate how the change will improve efficiency, simplify processes, and lead to better outcomes for their teams. Provide Training and Support: Ensure managers have the necessary resources and guidance to adapt confidently to the change. Celebrate Small Wins: Acknowledge progress along the way to build momentum, foster a positive outlook, and reinforce the value of the change. By focusing on these strategies, middle managers can be engaged and motivated to drive change within their teams.

You can : (1) Build Trust - demonstrating expertise, thought leadership, sharing success stories are reassuring (2) Skin in the game - Risk-sharing to build trust and engagement. (3) Go Agile - a waterfall approach is always risky. Break down the change into small chunks and implement in sprints. (4) Over-communicate - review periodically, be available , communicate need to change, celebrate quick wins and reinforce the big picture (5) Provide support - training the stakeholders, being skilled enought and available to run and operate re-assures the managers on having fall back option if things go wrong. (6) Risk manage - empathizing with the managers, gathering feedback, keeping risk logs and recalibrate plans if required.

To gain the support of middle managers during the change process, it’s essential to involve them from the early stages of planning. When middle managers feel their input is heard and valued, their resistance decreases. Additionally, it’s important to communicate the benefits of the change in practical and tangible terms, showing how it will make their work easier. Providing necessary training and ongoing support helps build their confidence. Finally, sharing success stories and examples of similar changes in other organizations can reassure them that change is not only possible but can lead to positive outcomes.

D'après mon expérience, trois approches sont particulièrement efficaces avec les cadres intermédiaires : Quantifier les gains concrets plutôt que les concepts abstraits Les impliquer dès la conception du changement pour qu'ils se l'approprient et influencent sa mise en œuvre Valoriser leur rôle clé de relais entre direction et équipes dans le succès de la transformation Le changement fonctionne mieux quand les middle managers deviennent des ambassadeurs plutôt que des exécutants.

Making Change Feel Personal and Meaningful Think of change like a journey you're inviting them on, not a mandate they must follow. Here's how to make it compelling: Show Them the Real Impact - Don't throw numbers around - tell stories that matter to them - Demonstrate how this change could make their life easier - Use real examples that feel relatable and exciting Support Them: - Create training that feels like a helpful conversation, not a boring lecture - Offer mentorship that feels supportive, not judgmental - Make learning feel like an opportunity, not a punishment Celebrate Every Step: - Recognize their efforts publicly and genuinely - Make milestones feel like team victories - Create rewards that actually feel meaningful to them

When middle managers hesitate about change, I focus on building trust and showing the value of the new direction. First, I highlight tangible benefits tailored to their specific concerns, like how the change can save time, reduce workload, or improve team performance. Then, I ensure they feel supported by offering training and resources that empower them to adapt confidently. Along the way, I celebrate small wins, recognizing their efforts and progress to build momentum and boost morale. Lastly, I keep communication open, addressing concerns directly and involving them in shaping the change.

Successfully engaging middle managers with change starts by making them champions of the process. Involve them early, address their concerns, and show how the change benefits both their teams and their own goals. Equip them with clear communication tools, celebrate small wins, and foster a collaborative environment where their input shapes the journey. When middle managers feel valued and supported, they naturally inspire their teams to embrace the change too.