Engage middle managers early in the planning process in order to work effectively in a major initiative of change. Clearly articulate the vision and benefits, and seek input to fine-tune the goals of the change to operational realities. Give them the tools and support needed to be champions of the initiative in their teams.

Middle managers are pivotal in driving successful change initiatives. We should start by involving them early and make them change agents for the core team. Involve then in the planning process, ensuring they understand the "why" behind the change and how it aligns with organizational goals. Equip them with the tools and resources to communicate effectively with their teams. Encourage open dialogue, addressing concerns and gathering feedback. Empower them to act as change champions by setting clear expectations and recognizing their contributions. Collaboration and trust with middle managers ensure smoother transitions and stronger adoption across all levels.

Middle managers are key stakeholders, therefore: 1) make sure you involve them early in the change 2) get them to understand and accept the change 3) prepare them to handle the “process” and not only to communicate the content of change. Middle managers are the ones most likely to face hidden and less formal aspects of change, such as dealing with people’s denial, resistance, criticism and fears. Enable middle managers to communicate the change with the same level of clarity, vision and commitment. Keep them informed and equip them to promote an open dialogue with the rest of the organization. Follow middle managers state of mind so they are able to welcome reactions while focusing on the benefits, purpose and positive aspects of change.

To effectively involve middle managers in a major change initiative, engage them early in the planning process by clearly communicating the vision, objectives, and expected outcomes. Empower them as change ambassadors by soliciting their input, addressing concerns, and leveraging their insights into operational challenges. Provide training and resources to equip them for their roles and foster a collaborative environment where they can share feedback and solutions. Regularly update them on progress and recognize their contributions to build commitment and ensure consistent messaging throughout the organization ✨

To effectively involve middle managers in a major change initiative, begin by engaging them early in the planning process to gather their insights and perspectives, which can enhance buy-in. Clearly communicate the vision and objectives of the change, ensuring they understand how it aligns with organizational goals. Provide training and resources to equip them with the necessary skills to lead their teams through the transition. Encourage open dialogue and feedback, creating a safe space for them to express concerns and suggestions. Recognizing their contributions and celebrating small wins will empower middle managers, fostering a sense of ownership and commitment to the initiative.

Couple of things to consider; - Set “hard bottom line targets with your middle management, whenever possible. - Agree that hard bottom line targets are not negotiable, not ambitions etc. The discussion going forward is about “what it takes to deliver these” - Give your middle managers accountability across the organization for building blocks, KPI’s etc. - Balance challenge and support

Start by engaging middle managers early in the planning process, seeking their input and feedback to ensure their perspectives are considered. Clearly communicate the vision, goals, and benefits of the change initiative, and explain how it aligns with the organization's overall strategy. Provide middle managers with the necessary training, resources, and support to help them understand and champion the change. Empower them to take ownership of the initiative within their teams by involving them in decision-making and giving them the autonomy to implement changes in a way that best suits their departments.

The ability to drive change and influence middle managers begins from the moment you assume a leadership role, not just when a change is announced. As a senior manager, you must become a role model and source of inspiration for middle managers, even those with whom you don't interact directly. The key to successful change management lies in two critical elements: Clearly reflecting the vision and significance of the proposed change Providing middle managers with meaningful tasks that enable them to personally connect with and own the transformation process

In my experience, the following 3 consistently delivered results: 1. Empower Through Early Involvement. Middle managers are often closest to the day-to-day operations and team dynamics. Involving them early, helps you leverage their insights. 2. Create Cross-Level Teams Focus on forming cross-level teams with reps from senior leadership, middle management, and frontline staff. This helps to breaks down silos, and ensures diverse perspectives are considered. 3. Setup Peer Support Networks Change can be overwhelming, and middle managers don’t have to navigate it alone. Encouraging them to connect with peers facing similar challenges builds a sense of community and success stories, which can boost morale and reinforce positive momentum.