Change Management - Change and the middle managers
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Change & the Middle ManagerChange Management
Andy Wes t
www.ilxgroup.com
C H A N G E & T H E M I D D L E M A N A G E R W E B I N A R
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 presentation
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
BargainingAnd self-blame
Shock1
2
3
4
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7Problem-solving
MO
RA
LE
, E
NE
RG
Y &
PE
RF
OR
MA
NC
E
T I M E
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What they need
Based on Kübler-Ross Curve (1969)
MO
RA
LE
, E
NE
RG
Y &
PE
RF
OR
MA
NC
E Consistency
Listening
Vision
Options
Support
T I M E
Warning
1
2
3
4
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7Motivation
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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 frontlineStrategy from the top
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Functions & Capabilities
Encouraging Listening
Disseminating
Facilitating
TranslatingSupporting
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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Courses available at ILX Group
APMG – International Change Management™Foundation e-learning12 months license from £315
APMG – International Change Management™Practitioner Classroom2 days from £660 Upcoming courses available at London, Nantwich and Birmingham
APMG – International Change Management™Foundation & Practitioner Classroom courses5 day workshop Blended from £1025Available at London, Nantwich and Birmingham
The APMG-International Agile Project Management and Swirl Device logo is a trade mark of The APM Group Limited. APMG-International Change Management is a trade mark of The APM Group Limited. The APMG-International Change Management and Swirl Device logo is a trade mark of The APM Group Limited
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