You're facing resistance from middle managers on performance changes. How can you win them over?
When you're introducing performance changes, it's common to encounter resistance from middle managers. They're often the bridge between upper management's strategic vision and the front-line employees' execution of that vision. Resistance can stem from a fear of the unknown, a disruption of comfortable routines, or concern over increased workload. It's essential to empathize with these concerns, acknowledging the challenges while also communicating the benefits of the new performance management system. By recognizing their pivotal role in the organization and the potential for these changes to enhance their teams' success, you can begin to dismantle barriers to acceptance.
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Meica Hatters, SHRM-CP, PHR, PAHRTalent Development Strategist | Fostering organizational efficiency and employee engagement with proven results.
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Marina SaltLeadership Coach 🌟 Co-Owner @ Fail Coach | Turning Business Owners into Leaders 🚀
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Nisha NairLinkedIn Top Leadership Voice | Strategic Head - HR & Talent| Building Sagarsoft| People and Culture | Mentor| Women…
To win over middle managers, involve them early in the performance change process. This gives them a sense of ownership and control, which can alleviate some of the anxiety associated with change. Hold workshops or meetings where they can voice concerns, provide feedback, and contribute ideas. When managers feel heard and see that their input has a tangible impact on the final strategy, they're more likely to support and champion the performance changes within their teams.
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Engaging middle managers after you've encountered resistance, can help manage it. However, engaging middle managers before implementing performance management changes is a better use of resources, as it removes confusion and stress. Additionally, it shows respect for the middle managers' experience and perspective.
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Facing resistance from middle managers on performance changes? Here’s what worked for me: Talk Openly: Explain why the changes are needed and listen to their concerns. Show Benefits: Share examples of how the changes can help the team and company. Involve Them: Let them have a say in how the changes are implemented. Support Them: Provide training and be there to help them adjust. Celebrate Success: Highlight and celebrate early wins to build confidence.
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I will start by addressing their concerns and involving them in the process. Communicate the rationale behind the changes clearly, emphasizing benefits such as improved efficiency or employee development. Provide training and support to help them understand and implement the changes effectively. Use data and examples to demonstrate potential positive outcomes. Foster open dialogue to address objections and adjust strategies collaboratively. Building trust and showing genuine commitment to their success can help gain their support and cooperation.
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Have one-on-one conversations with middle managers to understand their specific concerns & reason for resistance.Present a clear & compelling vision of the performance changes,explaining how they align with the organization's goals & values.Involve middle managers in the planning & implementation process.Ask for their input,listen to their feedback,& make adjustments based on their insights.Provide training sessions to help middle managers understand the changes & develop the necessary skills to implement them effectively.Maintain open & transparent communication throughout the process.Keep middle managers informed about the progress,challenges,& successes of the changes.Provide clear explanation & reassurances to alleviate their fears.
A critical step in overcoming resistance is to offer comprehensive training on the new performance management system. Ensure that middle managers are fully equipped with the knowledge and skills needed to implement changes effectively. Training should be practical and relevant, focusing on how the new system will benefit them and their team's daily operations. A well-trained manager is a confident manager, and confidence is contagious.
Demonstrate the direct benefits of the new performance management system to middle managers. Highlight how it can make their jobs easier, improve team productivity, and provide clearer metrics for success. Use real-world scenarios and examples to illustrate these advantages. When managers see how performance changes can positively impact their responsibilities and outcomes, resistance will likely turn into enthusiasm.
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U ljudskoj prirodi je da imamo otpor za sve što je novo i nepoznato. Na kraju krajeva, to nas je sprečilo da jedemo otrovne biljke i prilazimo blizu divljim životinjama 😁 Kada želimo da utičemo na naše menadžere da prihvate promene, važno je da im tačno objasnimo šta te promene jesu i na koje načine će olakšati njihove zadatke i načine rada. Uvek se postavite u njihove cipele i zapitajte "Zašto bih ja to radio?" da biste dobili odgovore koje će oni smatrati važnim i vrednim truda za implementaciju promena.
Continuous support is vital for ensuring that middle managers feel secure during the transition to a new performance management system. Establish a clear line of communication where they can ask questions and express concerns. Consider appointing a dedicated support team or individual who can provide on-demand assistance. When managers know help is readily available, they're more inclined to embrace the changes.
Keep track of how middle managers are adapting to the new performance changes by monitoring progress. Use metrics and feedback to assess the implementation's success and identify areas where additional guidance might be needed. Regular check-ins not only reinforce the importance of the new system but also show that you're committed to supporting managers throughout the entire process.
Lastly, celebrate the successes and improvements that come from the new performance management system. Recognize and reward middle managers who effectively embrace and apply the changes. Celebrating these wins boosts morale and reinforces the positive aspects of the new system, encouraging others to follow suit and fully engage with the performance management changes.
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Facing resistance from middle managers on PMS changes is tough but seeing things from different perspectives helped me find ways to win them over. I see resistance not as a problem but a chance for conversation;so started by listening to their concerns realizing their resistance often came from fear of unknown or extra work. By understanding & respecting their views, I built trust. Then involved them in change process for their input by making them feel important. Showed how changes would benefit both organization & their roles using examples. Providing training & support also helped them adjust. This approach turned skeptics into supporters creating a collaborative environment where middle managers felt empowered & committed to PM changes.
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