It is, indeed, extremely use to have the know-how to convert change resistors in the ranks of middle managers into supporters. One way of doing this is by way of the Quad A system. There remains another piece of the puzzle to consider. Part of good business change management is being mindful of the things not to do. If you would like to call down the wrath of middle managers in your organization, feel free to stop reading. If you would like to minimize friction in that area, here are some things it would be best to avoid during change development.
Excluding middle managers from participation in the change planning will only make them dig their heels in when implementation comes around. Their inclusion often leads to better considered plans. It is also a way to increase the likelihood that they will get behind the plan. People like to feel like they have had a say. Also, while this is going on, do not treat them like they are the bad guys. It’s important to bear in mind that the best intentioned change is still going to make their lives harder. The objections they have are primarily related to their firsthand experience with run the business.
Never assume that their resistance to your ideas are indicative of personal flaw on their part. They are trying to do their jobs the way they have been set up to do them. Unless there is a compelling reason to believe otherwise, most of the issues you encounter will not be personal. Therefore, try to not brush aside their issues as though they were madmen. They are in the work environment every day. They have valuable information and their objections should be written down and treated seriously. Consider it to be a to-do list. For a free video tutorial on dealing with middle managers, please see our website: Business Change Management blog
Do not act as though middle management don’t have busy schedules. It’s true that not every person in the room is going to be struggling to keep their head above water. That is precisely the experience of many middle managers. Their time is valuable and they will be opposed to business change management initiatives that look to be time wasters. It is to your benefit to assume that they are just as busy as you are on a day-to-day basis.
To maintain the integrity of your business change management initiative’s timetable, don’t fall into these traps. Do not allow the project to stall. While analysis may be part of the process, it should never lead you down the road to paralysis. The change is not optional. Always keep people’s eyes on the prize of getting the project into action. Be careful not to reject quick and dirty solutions out of hand if they are functional. These solutions may lack elegance, but elegance isn’t getting the project into action. If you don’t like the initial solution, institute a better one after the fact. While you plot better solutions, use lesser solutions to get the change happening. That’s the whole point.
For more information, including extensive online video tutorials, please see our website: Business Change Management blog
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