CONSIDER THIS SCENARIO
ACME Corporation is implementing a new technology.
- Executive Eric exclaims, “We need this new technology to remain competitive! Why is it taking so long? Why aren’t my managers getting their people on board?”
- Middle Manager Mary laments, “I’ve been directed to implement this new technology when we haven’t even finished our last major roll-out. My staff just rolled their eyes at me when I announced the change, complaining about how they don’t have time to learn the new process with everything else on their plates.”
- Employee Eddie complains, “Here we go again. Another program of the year. We’ll outlive this change, just like the last one corporate tried to shove down our throats!'”
DOES THAT SOUND FAMILIAR?
Change challenges vary by organizational level. Those at the top, like Executive Eric, usually set the direction of the change and are most convinced of the need for it, but they tend to be isolated from many of the change’s direct impacts. Staff on the front lines, like Employee Eddie, are most removed from the rationale behind the change, but are often most directly impacted by it; an alteration in their behavior is usually a significant part of the change initiative, and they can thus appear most resistant to it. That means that managers like Mary – and perhaps you too – typically find themselves stuck in the middle, squeezed between these two levels, sandwiched between the edicts of their bosses and pushback from their staff.
WHAT CAN A MIDDLE MANAGER DO?
Managers can play a mission-critical role in leading change by helping their organizations overcome these all-too-common disconnects across organizational levels, which result in over 70% of major organizational changes failing to achieve their objectives. Here are ways to exert your influence and emerge as a powerful voice in leading change, which is a pivotal capability for a leader at any level across all industries today:
What you see depends on where you sit. It can be easy to vilify senior leaders above you in the hierarchy, but they don’t know what they don’t know – and it’s your job to tell them. Why is the TV show Undercover Boss so popular? Because in every episode a CEO masquerades as a frontline employee and experiences how hard it is for good people to comply with the changes they must wrestle with. How can you step up to help your executives see that sometimes the emperor has no clothes, and that they may benefit from a new way to engage people in and equip people for new directions?
ALSO, INFLUENCE DOWN
At times managers can be as in the dark about the changes they are supposed to drive as their staff! Take control by proactively obtaining the information you need about the ‘they, why, what, who, and how of the change,’ so you are armed to deliver the message to your people. It can be tempting to join the naysayers, especially when you have so many legitimate concerns and such limited information. Remember that behind every complaint is a request, and strive to tease out the wants and needs, communicate what you unearth in a business language that can be acted upon, and challenge your team to step-up and be part of the solution versus the problem.
HERE’S THE BOTTOM LINE
The most important change leadership competency is courage – the courage to say what needs to be said in an authentic, transparent, professional and respectful way to help others up and down the organization appreciate the need for change, understand the barriers in the current state, and collaborate to invent a new path forward.
ABOUT BARBARA TRAUTLEIN, PHD
Barbara is the principal and founder of Change Catalysts, the author of the best-selling book Change Intelligence: Use the Power of CQ to Lead Change that Sticks, and the originator of the CQ® System for Developing Change Intelligence®. For over 25 years, she has coached executives, trained leaders at all levels, certified change agents, and facilitated mission-critical transformations – achieving bottom-line business and powerful leadership results for clients. She is gifted at sharing strategies and tactics that are accessible, actionable, and immediately applicable.
Dr. Trautein will be delivering 11 IMS programs on Developing Your Change Intelligence to Lead Critical Initiatives in 2020. To learn more about Barbara and her IMS programs CLICK HERE.