Middle leaders and powerful change

Change can be difficult. People feel uncomfortable. Middle leaders can make a difference.

As Michael Fullan (2019) says, it is an emotional time and that’s when you need efficient leadership.

If we look at the Kubler-Ross curve* it is easy to see how emotional things can get when a change project is introduced. This is where the best leaders, at any level, need to intervene to lessen the impact of these stages.

➡️Shock and denial; Fear and anger; Acceptance and experiment; Rebuilding and commitment.

Once the change has been introduced, then it is likely to fall squarely on the middle leader's shoulders to move their team into the acceptance phase as smoothly as possible. But it is important to not ignore any concerns voiced by colleagues.

This can be particularly challenging for middle leaders because it is likely that the changes that are causing the fear have been introduced by the level of leadership above them.

The middle leader has to pick up the pieces.

So be prepared to get your team ready for changes you know are coming down the line. Have an idea of who will be the ones in shock.

Consider who might be the ones who will get angry - but be prepared to be wrong!

➡️Do whatever you can to make sure that nothing is completely unexpected.
Anticipate what will be the cause of the fear and anger. This is where genuine empathy is a great help. How would you feel in their situation? Saying "I know how you must be feeling", carries more weight if they know you have been in the same place.

Your team members' characteristics and the specific challenges of the change will be unique, so there is no 'fortune cookie' guidance here.

➡️You will need to know how colleagues are likely to react – but even that is variable.

Within your sphere of knowledge of the situation and understanding of the emotions that will be running, you will have to prepare your team by communicating in a tone that helps to reduce the chance of them being afraid and angry.

It would be easy for me to say that you need to reassure them that things will be fine. Yes, but that might not always be the case. You’ll need to drill into the detail of the proposals and look for positives. That is the key.

However, I strongly believe that it is the responsibility of the middle leader to be open about any possible shortcomings. This will enable you to have valid conversations with your team and your managers.

➡️The bottom line is this:
Middle leaders who genuinely know their team will be able to do this far better than senior managers who are further away from the frontline.

Fullan, M. (2019) Leading in a Culture of Change. Jossey-Bass.