Middle managers are resisting change for their teams. How can you address their concerns effectively?
Change can be daunting, especially for middle managers safeguarding their teams. Addressing their concerns effectively involves:
- Engaging in open dialogue to understand their perspectives and fears.
- Providing clear evidence of the benefits and support during the transition.
- Empowering them with a role in the change process, ensuring they feel valued and heard.
How have you approached resistance from management when implementing new strategies?
Middle managers are resisting change for their teams. How can you address their concerns effectively?
Change can be daunting, especially for middle managers safeguarding their teams. Addressing their concerns effectively involves:
- Engaging in open dialogue to understand their perspectives and fears.
- Providing clear evidence of the benefits and support during the transition.
- Empowering them with a role in the change process, ensuring they feel valued and heard.
How have you approached resistance from management when implementing new strategies?
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Haroon Khan
My book "Leaders Are Not Prophets" is available on Amazon.com & worldwide, link is below
Middle managers are the best promoters of any change as they play a liaison role between change team and stakeholders. If they are aligned then they even absorb any resistance and change journey is smooth. It is crucial to engage middle managers and clarify the change. They need to know the purpose and benefits change will bring for their team. Clarify their doubts and be available for them.
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In my experience, one of the biggest mistakes managers can make is to boldly present changes with a “this is what we are going to do” attitude, expecting everyone to simply accept and applaud. The reality is, this approach neglects the fact that we work with real people who should be integral to the process. Instead, involve your team in the change process: engage with them, discuss the changes, analyze together, and progress as a unit. By doing so, you will foster a culture of teamwork, respect, and a smoother transition to new ways of working.
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Begin by clearly communicating the rationale behind the change, emphasizing its importance and the positive impact it will have on the organization and their teams. Engage them in open and honest discussions to understand their apprehensions and address any misinformation. Offer support and resources, such as training and mentorship, to help them feel more confident in leading their teams through the transition. Recognize and validate their role in the change process, highlighting how their leadership is critical to its success. By actively involving middle managers in planning and decision-making, you can transform them into change advocates, thereby smoothing the path for their teams to embrace new directions.
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Middle managers are likely to be - research proven over several decades by different individuals and their study teams - the MOST risk adverse people in your company . . . as such is likely the case with your firm too those proposing change had better do a good job - prior to agreeing to the plan - of understanding fully what the implications of this change will have on those to be affected. Armed with this knowledge be frank about it with those who lives are about to be affected, make sure if jobs are going to be lost the firm will be most generous in how it will help those impacted and be sure to communicate this to those in the middle expected to carry the change ball. They may not have your title, but they are not stupid either.
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- When introducing change, particularly one that is out of the scope of agreed upon tasks, it is important to present relevant data that highlights the impact that the change can bring. - Change (both organisational and procedural) does not take place overnight. It is imperative that the managers be included in the idea early on in the process so that they can be allies who could champion the cause. - Space and time should be provided for open dialogue to take place, and for different perspectives and concerns to be heard. The concerns should then be addressed and resolved. - A bottom-up approach as opposed to a top-down approach for initiatives could prove to be more impactful in small teams.
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