Leadership is often viewed as the domain of top executives shaping strategies or front-line employees executing them. However, the critical role of middle leaders in transforming strategic vision into reality is frequently overlooked. These mid-level leaders are the vital link between strategy and execution, often leading without authority. Their position is not without challenges—they must navigate conflicting demands, overcome resistance to change, and work within the limits of their authority.
In his book Leading Change from the Middle: A Practical Guide to Building Extraordinary Capabilities, Dr. Jackson Nickerson offers a clear and actionable framework designed to help mid-level leaders thrive. The book emphasizes the importance of stakeholder alignment, strategic communication, and overcoming resistance, providing middle leaders with the tools they need to tackle their distinct challenges. Unlike senior executives who chart the course or front-line teams focused on execution, middle leaders must hone the skill of influencing without direct authority. Their role is to bridge high-level strategies with on-the-ground results, transforming vision into reality with precision and impact.
STAKEHOLDER ALIGNMENT
Successful leadership in the middle requires understanding and engaging different stakeholders. Nickerson identifies four key groups: Superordinates, Subordinates, Customers, and Complementors/Blockers. Each group has different motivations and concerns, requiring a tailored approach to gain support.
- Superordinates (Agree-In): Leaders above you, whether direct managers or senior executives, evaluate ideas based on how well they align with strategic goals and contribute to measurable success. Their support is critical for securing resources and legitimacy.
To gain their backing frame initiatives as solutions to existing organizational challenges or priorities rather than additional tasks. Also try to provide data-driven justifications to demonstrate impact and feasibility.
- Subordinates (Bee-In): Middle leaders rely on teams for execution, but engagement and morale determine success. Without involvement, employees may resist, disengage, or passively comply without true commitment.
To build engagement: Create opportunities for input and ownership—people support what they help build. Don’t forget to recognize their contributions and celebrate their successes to reinforce commitment.
- Customers (Buy-In): Whether internal or external, customers must see value. If an initiative complicates processes, reduces efficiency, or increases costs, it will face resistance.
To secure support: Engage with lead users and early adopters who can champion the initiative. Make sure to frame efforts in terms of customer benefits, not just internal objectives.
- Complementors & Blockers (Allow-In): Complementors help amplify success, while blockers can slow or derail progress. Many blockers resist due to fear, misaligned incentives, or uncertainty.
To address resistance: Convert blockers into supporters by highlighting shared benefits and creating partnerships. Where conversion is unlikely, minimize their impact by reducing dependence on their approval or involvement.
STRATEGIC COMMUNICATION
Each group requires a tailored messaging approach to communicate effectively and achieve desired outcomes.
- Senior leaders are most receptive to messages that focus on big-picture strategic alignment, showing how initiatives connect to organizational goals and long-term vision.
- Employees, on the other hand, need clear communication and engagement, ensuring they understand their roles and feel motivated to contribute.
- Customers require a focus on value demonstration, highlighting how your product or service meets their specific needs and solves their pain points.
- Blockers—those hesitant or resistant to change—need a combination of persuasion and containment strategies, addressing their concerns while minimizing their ability to derail progress.
By carefully tailoring strategies to each audience’s unique needs and perspectives, you can build stronger buy-in, reduce resistance, and drive more successful outcomes.
OVERCOMING RESISTANCE
Resistance often stems from emotional triggers rather than logical objections. People may feel excluded from decision-making, uncertain about the future, or undervalued in their roles, which can turn otherwise neutral parties into active opponents of change.
These emotions often arise from a lack of clear communication, abrupt changes, or insufficient acknowledgment of individual contributions. Leaders must anticipate these emotional responses and address them proactively. By fostering transparency, involving team members in the process, and recognizing their efforts, leaders can build trust and reduce resistance, creating a smoother path toward achieving organizational goals.
Middle leadership is not about passively waiting for instructions or blindly following orders—it’s about driving progress and leading without authority. Mid-level leaders play a crucial role in creating meaningful change by securing the support of superiors, empowering their teams, engaging with customers, and overcoming challenges. Leadership isn’t reserved for those at the top; it thrives in the middle, where vision meets execution. Step into the role with clarity, confidence, and conviction, and be the catalyst for progress.
For more information, check out Episode #46 of The Good Leadership Podcast with Dr. Jackson Nickerson. You can also view our previous blog posts on Leading from the Middle with Barbara Trautlein, or The Hidden Forces Shaping Leadership Decisions.
ABOUT CHARLES GOOD
Charles Good is the president of The Institute for Management Studies, which provides transformational learning experiences that drive behavioral change and develop exceptional leaders. Charles is an innovative and resourceful leader who specializes in bringing people together to develop creative organizational and talent strategies that enable business results. His areas of expertise include assessing organizational skill gaps and leading the design, creation and delivery of high impact, innovative learning solutions that achieve business goals. Mr. Good is also the host of the Good Leadership podcast.