You're facing resistance from middle managers. How can you help them see the benefits of change?

➩ Understand their concerns. Really get the why behind their concerns. When you know the concerns and fears you can more easily take the concerns away. ➩ Communicate clearly. Gove regular updates and make clear why the change is necessary. ➩ Involve them early on. Ask for their vision and opinion. Use their feedback!

It's totally normal to feel resistance when change is on the horizon. It can be scary to lose control, feel like your job is at risk, or feel like you're not relevant anymore. It's so important to take the time to really listen to what your team members are saying and to try to understand why they're feeling this way. Showing empathy and acknowledging their concerns is a great way to build trust and start a dialogue.

Address the fears of the middle managers by clearly explaining the change's impact on their roles and setting up a two-way communication channel for them to express concerns and receive reassurances. This approach helps mitigate worries and transforms resistance into support for change initiatives.

Research shows that middle managers are the most resistant group to change initiatives. They are squashed in the middle: on one side, they must achieve the business goals; on the other, they must go through their change journey and support their reports. When a middle manager resists change, the first port of call is to understand the reasons. Please keep an open mind and suspend your judgment while talking to them. Once you understand the source of the resistance, you can decide on the best way forward and how to support the individual. Bear in mind that it is not a matter of an one-off conversation, but an ongoing dialogue.

Once you have talked with the middle manager about resisting change, it is time to address those reasons. If the change initiative benefits the manager and their team, you can focus on the WIIFM (what's in it for me). Be realistic and do not try to sugarcoat the situation, as it will backfire. Address their fears and concerns using data and focus on why the organisation started this change initiative, why now, and what could happen if the company do not undertake this change. Highlight how the organisation will support the manager and their team. It is normal for the manager to feel frustrated, worried, stressed and sometimes overwhelmed by the situation. Consider also engaging an accredited coach to support the manager's change journey.

Get those middle managers involved right from the start! Let them play a part in planning and decision-making, and give them a sense of ownership. When they feel like contributors, not bystanders, they're more likely to support the initiative and influence their teams in a positive way!

Middle managers serve as the connectors between front line employees and executive leadership. As a result, it is important to involve them in the change and ensure clear communication because some of the resistance they display could potentially be the resistance carried over from their teams who are resisting to the change implementation.

To involve middle managers in the change process, include them in planning and decision-making. This makes them feel valued and gives them ownership of the change. Also, assign them specific roles in the initiative to use their expertise. These steps help them become active contributors to the transformation.

One of the primary sources of managers' resistance is their need for more involvement in the change initiative. I often hear it when I interact with clients: "This change was imposed on me". It can be very frustrating, and this attitude makes them feel invisible and undervalued. Instead, involve them from the beginning, soliciting their insight. Get them to assess how their teams will likely react and think about how to manage resistance at a very early stage. If the initiative is extremely confidential, get them to sign a non-disclosure agreement. Middle managers can make or break the change initiative.

In management change, I emphasize the importance of providing comprehensive training to ensure smooth transitions. I develop and deliver targeted training programs that address new processes, systems, or roles. My approach is like equipping a toolkit—ensuring that every team member has the skills and knowledge they need to adapt and thrive. By offering hands-on support, creating engaging materials, and fostering a learning environment, I help organizations navigate change effectively and build long-term capability.

Developing change competencies is a must when it comes to change management. Change is not going away, and it is wise to equip managers with the tools and skills to support the change initiative. The company can develop change management competencies in the individual's personal development plan.

To recognize middle managers effectively during changes, try this simple approach: 1. Track Efforts: Keep an eye on managers who support the changes. 2. Acknowledge Publicly: Praise their efforts in meetings or company-wide messages. 3. Give Rewards: Offer things like bonuses or extra training. 4. Celebrate Successes: Host events to mark important milestones. 5. Promote Recognition: Encourage a workplace where everyone regularly acknowledges each other's hard work. This method helps motivate managers and creates a supportive atmosphere for change.

There’s a great book by Azzarello called MOVE, which highlights the importance of middle management engagement and offers strategies for effectively working with them. I highly recommend it.