The planning is done and it’s time to roll out your change initiative. But there’s a problem: your middle managers don’t have the knowledge to answer all the questions they’re going to get and they haven’t taken those first key steps of a change process – going from resistance to engagement.
This happens when middle managers aren’t considered an important target in your change communication. If you’re a manager, it’s simply assumed you’ll jump right on board, you’re loyal to the company and you’ll do whatever it takes to make the company’s strategic initiative happen.
This assumption slams shut a huge opportunity.
Give your middle managers time to take it all in. Help them explore what’s going to be different and let them think through the consequences – before they start getting all the questions. When it comes to driving change, a middle manager that acts like a change leader is your most convincing communication channel.
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