I’m sharing on this topic because it’s often ignored: middle management during transformations.
We’re used to ensuring that leadership’s vision is being communicated during a transformation, and that the change is being managed so that front-line employees adapt and adopt. But what about the middle management superheroes?
Here’s the thing, on one hand, they’re expected to keep the day-to-day operations running smoothly. On the other hand, they’re also tasked with spearheading the transformation efforts.
This is what I have encountered over the years and like to call “the sandwich effect”!
So, why exactly is it so tuff for them? 3 obvious reasons!
The Middle Squeeze: As middle managers, they find themselves sandwiched between the top-level executives and the front-line employees. They receive directives from above to oversee the transformation and have the responsibility to continue manage their teams effectively. It’s not always easy to strike the right balance.
Time Crunch: Let’s face it. Their schedules are already jam-packed. They have their plates full of meetings, reports, and the endless stream of emails. Adding a transformation initiative is overwhelming. Finding the time to strategize, plan, and execute change while managing day-to-day operations requires some serious time management skills.
Change Fatigue: They’ve witnessed numerous changes initiatives over the years, and it can be mentally and emotionally draining when you never seem to see the end of the tunnel. That’s where change fatigue kicks in, which can make it harder to rally their teams and maintain enthusiasm for yet another transformation project.
But here’s the amazing part; they’re the glue that holds it all together! They possess a unique perspective that bridges both the strategic and operational worlds. They understand the big picture while also being in touch with the day-to-day challenges faced by their front-line teams.
So, how can they tackle these transformation hurdles and emerge as champions of change? My suggestions.
Effective communication is key – Be transparent by making their leaders aware of the time, resources, and effort the manager and his team will have to commit to, over and above their daily load to support the change. This is not a one-time event, regular updates and an open dialogue go a long way to maintaining collaboration, understanding and a realistic go-forward approach.
Get help – Ask for additional resources to help their team or remove/transfer some of the workload to another team while the transformation is ongoing. This will help their team have the capacity to handle the day-to-day responsibilities while actively engaging in the transformation process. If the other teams also have too much on their plate, then diminishing the workload by reprioritizing so that they can focus on the task at hand may be a good option until the transformation is complete.
Empower Their Team - Involving their team in the decision-making process whenever possible. Encouraging their ideas, creativity, and innovation. By empowering their team members and giving them ownership of the transformation, they’ll foster a sense of ownership and commitment and see it through.
