You're facing resistance from middle managers on performance changes. How can you win them over?

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.

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.

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.

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.

U ljudskoj prirodi je da imamo otpor za sve ?to je novo i nepoznato. Na kraju krajeva, to nas je spre?ilo da jedemo otrovne biljke i prilazimo blizu divljim ?ivotinjama ?? Kada ?elimo da uti?emo na na?e menad?ere da prihvate promene, va?no je da im ta?no objasnimo ?ta te promene jesu i na koje na?ine ?e olak?ati njihove zadatke i na?ine rada. Uvek se postavite u njihove cipele i zapitajte "Za?to bih ja to radio?" da biste dobili odgovore koje ?e oni smatrati va?nim i vrednim truda za implementaciju promena.

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.