You're facing resistance from skeptical middle managers. How can you gain their buy-in for proposed changes?

When faced with resistance, you want to pause to listen and understand perspectives. There may be great value in it. Work with them, include, engage and collaborate from end to end to incorporate their feedback. Middle managers are influential and the way they (and you) respond will speak volumes to their teams. I call them “superpower” people!

What I learned in the last years is, that Managers have a very different perspective on problems and solutions. Often they are confronted with so many complex ideas, that they see more the risk, that we loose focus and don't finishing topics and don't share your passion for your specific project or solution. It is therefore Important to clearly build up a best case and also a worst case scenario. Be prepared to answer also questions for risks. In a management perspective only some projects should run at the same time and so you have also to understand, when your issue is not high priority. Please ask for the detailed doubt or reasons to prepare answers and check, if you habe answer at all for their input.

Listen carefully and actively and show respect to their perspective, acknowledge the challenges they face and validate their concerns, this builds trust.

Reconna?tre l'importance de l'aspect humain du changement Identifier les différents r?les du gestionnaire dans le changement Comprendre les différentes préoccupations liées au changement Identifier où se situe votre équipe dans le spectre des préoccupations Coacher votre équipe pour l'aider à aller de l'avant

I have learned, in many instances the hard way, that communicating the change vision prior to moving forward with a proposed change with middle managers is a crucial step. Engaging and communicating with managers is essential before, during, and after a change to ensure success

Clearly articulate the reasons for the change, the benefits, and the risks of not changing. They need to see the big picture. Show how the changes will benefit them personally and professionally, such as improved efficiency, reduced workload, or better team performance.

Open communication and collaboration across all levels of the organization. Transparent processes and regular feedback loops ensure everyone is aligned and working towards common goals, reducing misunderstandings and enhancing teamwork…. Empathy and collaboration

Comment diffuser sa vision. Formuler une vision claire et la communiquer à tous. La vision doit comprendre la ou les raisons d'être de l'entreprise, ou organisations , ses opportunités, et son organisation . Il est également important de préciser comment la vision se déploie dans organisation

To involve middle managers effectively in the change process, it's important to include them in planning and decision-making. This gives them a sense of ownership and value, which boosts their commitment to the change.

pour implication des cadres dans le processus de changement , Leurs communications doivent être fréquentes et cohérentes . Toutes les personnes touchées par le changement doivent savoir ce qu'il implique, pourquoi et comment il se produit, et quels sont les avantages pour elles. N'imposez pas de changement ; engagez les employés dans une conversation à ce sujet. Demandez-leur ce qu’ils pensent et comment ils se sentent

Change is scary and uncertain. By increasing involvement, you increase a sense of control. The change is no longer something that is being done to them. Resistance goes down and commitment goes up.

Involve them in the planning stages of the change. This makes them feel valued and gives them a sense of ownership. Collaborate with them to find solutions that align with both the company’s goals and their practical realities.

The engagement of middle managers is a bear practice in change management. This group is the most influential when considering a change initiative. If they are not on board, then they cannot be expected to help model, advocate, and support the change.

Ensure they have the necessary skills and knowledge to implement the changes effectively. Equip them with the right tools and resources to manage the transition smoothly

In recent research (Sweeney 2022) and my experience there are 5 Dynamic Collaboration Capabilities that should be developed. 1)Interpersonal; Trust, sharing of aims, Collective Responsibility, Confidence in competence of others, Conflict Resolution & Culture. 2)Working; Autonomy, Feedback, Goals, Technology. 3) Integration; Mgmt. Involvement, self-organization, communications, boundary mgmt, business processes, communities. 4)Customers; intimacy, connectivity, satisfaction, results. 5)Partners, strategic fit, product fit, relationships, protocols, resourcing. These can be used as roadmaps and check lists for fostering collaboration

La collaboration dans une entreprise est le fondement même de la réussite. L’objectif est de faire travailler les équipes pour qu’elles atteignent des objectifs communs Créer un environnement de travail favorable Communiquer de manière transparente Miser sur une culture d’entreprise forte Utiliser le digital Workplace pour communiquer et collaborer Miser sur le partage de connaissances et l’intelligence collective Apprendre de ses erreurs Montrer l’exemple à vos équipes Mettre en valeur le travail d’équipe réussi Accompagner le développement professionnel de chacun Encourager les membres de l’équipe à se rencontrer en dehors du travail Faire confiance aux équipes Utiliser des outils de travail collaboratif