Change & the Middle Manager

W E B I N A R

Change Management

Andy West

www.ilxgroup.com

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Housekeeping Note

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Introduction

Andy West An experienced and professional Project & Change Management

Skills Trainer with experience across a range of market sectors.

Involved in a number of projects covering the design and

implementation of business systems and training solutions within a

number of organisations.

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Purpose of this webinar

To consider the impact change has on the Middle Manager

and the influence the middle manager has on change.

To recognise the impact the Middle Manager has on the

success or failure of change and to suggest strategies to

improve success.

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Change?

• Change

“to make the form, nature, content, future course, etc.,

of (something) different from what it is or from what it

would be if left alone: to”

• “the altering of an entity”

• Change or Transformation?

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Who are the Middle Managers?

SENIOR MANAGEMENT

FRONT LINE STAFF

MIDDLE MANAGERS

• an ‘inert and highly absorbent’ blockage

• “the corporate concrete”

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Morgan’s Metaphors

• Designed for a quick understanding

• Different metaphors deliver change in different ways

• 8 metaphors

• Machines

• Flux & Transformation

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Machine Metaphor

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Flux & Transformation

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How People React to Change

Kübler-Ross Curve (1969)

Denial

Anger or blame

Depression & confusion

Acceptance

Bargaining

And self-blame

Shock

1

2

3

4

5 6

7

Problem-solving

MO

RA

LE

, E

NE

RG

Y &

P

ER

FO

RM

AN

CE

T I M E

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What they need

Based on Kübler-Ross Curve (1969)

Mora

le,

energ

y a

nd p

erf

orm

ance

Consistency

Listening

Vision

Options

Support

Time

Warning

1

2

3

4

5 6

7

Motivation

Based on Kübler-Ross Curve (1969)

MO

RA

LE

, E

NE

RG

Y &

P

ER

FO

RM

AN

CE

Consistency

Listening

Vision

Options

Support

T I M E

Warning

1

2

3

4

5 6

7

Motivation

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Stepping Back

• Just who are our Middle Managers?

• Heart of the organisation

• Some years invested in success and the people

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Effective Change

• A Project Maxim: Effective projects need effective

management support

• ‘Profound change occurs when small-scale initiatives are

skilfully nurtured by well-aligned leadership at all levels of

the organization, and then spread.’ Senge et al (1999)

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The Key Role of Management

• Engaging Middle Management (‘the heart of the organization’)

early in the change process – achieving a ‘critical mass’ of support

• Creating a sense of urgency and need for the change

• Giving privileged access to the thinking that has led to the change

• Piloting ideas and getting feedback on the practicalities of

implementing change from their people

• Involving Middle Managers in developing proposals and plans

that will make change practical and effective

• Responding to their concerns and critiques and communicating

copiously!

• Enabling Middle Managers to communicate credibly and directly

to their people

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Spreading from the middle!

Ideas/ suggestions from frontline Strategy from the top

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Functions & Capabilities

• Encouraging

• Disseminating

• Listening

• Supporting

• Facilitating

• Translating

Encouraging Listening

Disseminating

Facilitating

Translating Supporting

FUNCTIONS

&

CAPABILITIES

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A final thought

Middle Managers got where

they are through drive and change.

Rather than let them manage the status quo.

Middle Managers need to be encouraged

to keep driving and changing.

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Are there any questions?

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Courses available at ILX Group

APMG – International Change Management™

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For upcoming courses contact us

APMG – International Change Management™

Foundation & Practitioner Classroom courses

For upcoming courses contact us

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