Middle managers are resisting the restructuring plan. How can you regain their support?

It's essential to communicate openly and transparently about the reasons behind the restructuring plan. Providing them with a clear understanding of the goals and benefits of the restructuring can help alleviate concerns and build confidence in the plan. Additionally, involving them in decision-making and seeking their input can make them feel valued and more likely to support the changes. It's also essential to provide support and resources to help them adapt to the changes and address any challenges they may face during the transition. Open and honest communication, involvement in decision-making, and support will be vital in regaining the support of middle managers during this restructuring process.

Start by understanding the specific concerns and reservations of middle managers regarding the restructuring plan. This involves listening attentively, conducting one-on-one meetings, and creating a safe space for them to express their thoughts. For example, in a previous restructuring, middle managers were worried about job redundancies and the impact on team dynamics. By addressing these concerns upfront and providing transparent information, we managed to alleviate some of their apprehensions.

To regain middle managers' support for the restructuring plan, involve them in the process by seeking their input and addressing their concerns. Clearly communicate the benefits and rationale behind the changes. Provide training and resources to help them adapt and highlight how the restructuring will positively impact their teams. Foster an open dialogue to build trust and demonstrate your commitment to their success within the new structure.

If middle managers are complaining it suggests that they weren’t involved in the first place, an essential part of any change management process.

First understand why they oppose the change? Do they have all the relevant information to make it a success. Let them be part of the broader management team during transformation. Let them be the captains of the boat and the other managers the navigators.

Clear and consistent communication is essential to regain support. This includes outlining the rationale behind the restructuring, its anticipated benefits, and the expected impact on teams and individuals. During a restructuring initiative, I found that regular town hall meetings, detailed FAQs, and open-door policies for questions helped clarify uncertainties and build understanding among middle managers.

Providing support during periods of change is crucial for maintaining morale and productivity. This could involve offering training programs, career coaching sessions, or personalized support to help middle managers navigate their roles post-restructuring. For instance, we implemented leadership workshops and career development plans tailored to the new organizational structure, which boosted confidence and engagement among middle managers.

Providing support is the key, the following can help: 1. Identify & train a group of influential middle mgrs to act as advocates for the restructuring so that they can address concerns & communicate benefits. 2. An open-door policy should be there for middle mgrs to express their feedback, queries & suggestions openly. 3. Showcase success stories of those who have embraced restructuring & achieved positive results. 4. Allow middle mgrs to experience their new roles on a trial basis before the process is fully implemented. 5. Pair middle mgrs with old employees/external experts who can share insights on innovative technologies, industry trends etc. Remember that communication, transparency, and empathy are crucial throughout the process.

Emphasize the opportunities that the restructuring plan brings, such as career advancement, skill development, or new project assignments. One effective strategy is to showcase success stories of managers who thrived post-restructuring due to new responsibilities or expanded roles. By illustrating these opportunities, middle managers are more likely to see the restructuring as a positive catalyst for personal and professional growth.

Empower them as change agents. Recognize the crucial role middle managers play in implementing change. Equip them to communicate the need for change, alleviate uncertainty, gain buy-in from their teams, and coach employees through change.

Recognize Achievements: Acknowledge and celebrate their successes and contributions throughout the restructuring process. Create a Feedback Loop: Establish a mechanism for ongoing feedback and suggestions, making them feel heard and valued. Build Trust: Strengthen trust by being honest about challenges and progress, and showing commitment to their well-being and professional growth.