Middle managers are often the success or failure of an organisation. They are close enough to the action but have a direct line to top decision makers. When they resist change it’s often for a reason. It could be that they are bogged down in admin, compliance or other tasks where their time is not best spent. It could be past failures or mind-changing from above. In any case, these are the people who will make or break the change effort so you have to engage them, demonstrate benefit and listen when they raise concerns or edge cases. With that said, different people have different personalities and will be better suited to early concept stages, testing ideas or finding issues. A good senior manager will engage everyone at the right stage.

To navigate power struggles with middle managers, focus on building trust through open communication. Involve them early in the change process, listen to their concerns, and demonstrate how the new strategies align with both organizational goals and their own interests.

Es común que los mandos intermedios se resistan a nuevas estrategias de cambio debido al miedo a la incertidumbre o a la posibilidad de ser reemplazados. Para navegar estas luchas de poder de manera efectiva, es esencial involucrarlos desde el principio en el proceso de cambio, escuchando sus preocupaciones y aportes. Construir confianza es clave: demuéstrales cómo el cambio no solo beneficia a la organización, sino también a su desarrollo profesional. Ofrece apoyo continuo mediante capacitación y recursos que les permitan adaptarse con seguridad a los nuevos desafíos. Al reconocer y valorar su rol en la transición, puedes transformar la resistencia en una alianza para el éxito del cambio.

Navigating power struggles with middle managers during strategic changes requires a blend of empathy and clear communication. Recognizing their concerns can transform resistance into collaboration, fostering a culture where feedback is valued. By involving them in the change process, you not only leverage their insights but also empower them, turning potential pushback into a collective drive for success. Remember, strategic growth is a team effort.

Navigating power struggles with middle managers requires empathy and strategic communication. First, I would engage them in open dialogue to understand their concerns and perspectives. Acknowledging their expertise and involving them in the change process helps build trust. I would clearly articulate the benefits of the new strategies, aligning them with the organization's goals and the managers' own success. Offering support, such as training or resources, can ease the transition. By fostering collaboration and showing respect for their roles, I can reduce resistance and encourage a shared commitment to the change initiatives.