¿Cómo se dirige a los mandos intermedios que se resisten al cambio porque se sienten abrumados por el proceso de transición?

Regardless of the change required, without ensuring human centred change is at the heart of it, most projects will unfortunately fail. Most will resist change. Understanding that is key to the successful adoption of any change programme and is absolutely vital to drive adoption. Creating a movement with others creates advocates to support your change process”.

Change can be scary, especially for middle managers. Talk openly about their concerns and why they might be hesitant. Acknowledge their feelings and explain how the changes can benefit them too. Show them a clear picture of their future role and how they'll grow.

Co create the change with them !! Start with respecting existing roles and process which they follow Avoid / Minimise identity threat which is a big fear for people Change is for their improvement - cultivate mindset Focus on evolutionary change

You have to appreciate that it’s not that they don’t support the idea but you are asking them to leave a place of comfort to move into an unknown realm and all they have to go by is your assurance that it’s going to lead to better times. You can co-create the change with them. First step is to make the problem statement clear and work with them to design the next step, collaborative value creation. Let them own the change, that will lead to better acceptance, clarity of purpose and a sense of ownership by all parties. You can also take the change in small increments instead of a big bang, that way you are able to gauge the success of the change and based on the results you can continue or pivot but this works better when done together.

Clear communication is key to a smooth change. Explain why things are changing and how it benefits everyone. Regular updates and clear next steps keep managers informed and in control. This helps them lead their teams through change with confidence.

We shouldn’t underestimate the challenges and difficult position of a middle manager during times of change. What is often perceived as resistance is more likely rooted in a fear of feeling vulnerable, exposed, and out of control. Demonstrating empathy in these circumstances is crucial. A middle manager often serves as the shop-floor ambassador of the organisation, expected to know the answers, deliver results, and motivate the team. It’s far from an easy role. However, keeping middle managers engaged, involved and part of the solution are positive actions that can lead to success.

Klare Kommunikation hat eine ganz wichtige Voraussetzung: Das Führungsteam muss sich klar und einig darin sein, was die Rahmenbedingungen des Veränderungsprozesses betrifft. Es geht darum, eine konsistente Botschaft zu kommunizieren. Außerdem ist Kommunikation keine Einbahnstraße, sondern Feedback sollte erwünscht sein.

Explain the reasons behind the change, emphasizing the benefits for both the organization and the managers themselves. Provide a clear vision of the future and how their roles will contribute to achieving it. Transparency in the change process helps build trust and reduces uncertainty, making managers feel more informed and engaged, thereby lessening their resistance.

Offer targeted training sessions to develop the necessary skills for new processes or systems. Additionally, provide access to coaching or mentoring to help them navigate challenges effectively. This support not only equips them with the tools they need but also boosts their confidence, making them more likely to embrace and champion the change.

To support middle managers overwhelmed by change, start with empathy and acknowledgment of their challenges. Provide targeted training in change management techniques, leadership skills, and effective communication. This empowers them to navigate transitions confidently and lead their teams through uncertainty. By investing in their development, you reinforce their value to the organization and foster a proactive, resilient approach to change.

Middle managers are the squeezed middle, with impossible expectations from their bosses and their teams. Their resistance to change is rarely that: resistance to THIS change. It reflects a bigger picture - that their boss cares for this change less than what they are doing in their day job. To create an effective route to change, fix the root cause. You can achieve as much change as a leader has conviction for - fix their boss (the senior leaders) conviction first, then it will naturally flow down through the organisation. Meanwhile, help your middle managers feel a sense of agency and recognise, overtly, the choices that they are making and why. Do not make a pariah out of them.

Large change initiatives are a great opportunity to build leadership capacity, especially for middle managers. Giving them structured ways to have input, and listening to what they have to say, is vital for the success of the project and the growth of the leaders. Note: this doesn’t mean go along with every contribution they make! Part of leadership is contributing from your own perspective and then adapting to decisions that benefit the whole organization.

Involve them in the planning process, seek their input, and incorporate their suggestions to make them feel valued and integral to the transition. Provide them with the authority and resources needed to implement changes effectively. By empowering middle managers, you foster a sense of ownership and accountability, encouraging them to lead the change initiative with confidence and enthusiasm.

Ensure they have sufficient staffing, time, and tools to manage their responsibilities effectively amidst transitions. This includes offering training sessions, access to mentorship, and support systems like help desks. By equipping managers with the necessary resources, you enable them to navigate challenges more smoothly, contribute positively to the change process, and feel more confident in their roles throughout the transition period.

Regularly assess their adaptation to new processes and systems, and provide feedback and support as needed. This involves conducting check-ins, reviewing milestones, and addressing any challenges promptly. Monitoring progress not only ensures that managers are on track with the transition but also allows for adjustments to be made based on real-time feedback. This proactive approach fosters a supportive environment, encourages continuous improvement, and enhances overall change management success within the organization.

Often, middle managers have to support and carry out decisions about change initiatives they don’t agree with. The first question you should ask is, is my anger/resistance justified? If yes, identify your specific concerns, then assess the impact the decision will have on your team and your objectives. If no, then reframe your perspective of the change and communicate leadership’s vision positively. 2nd question to ask is, can the decision be influenced? If yes, then prepare constructive feedback and discuss with leadership. If no, then develop a mitigation strategy and get to work.