Are you in the middle of the organization? You aren’t directly responsible for getting results, but you still have to respond and implement strategies passed down to you. This can be a challenging place to lead change, especially if it is a change you personally want to see.

Leading change from the middle will require you to be multi-directional. The principles I shared last week remain relevant as you lead from the middle, but let’s examine how you lead in these different directions.

Down

“To sell change requires one-on-one, personal conversations.”

Kevin Eikenberry & Guy Harris

You want to implement a change and since you are the “boss” you could make it a directive. The problem with this is you may have your people’s hands but not their hearts. This means they will do the work, but only enough to stay out of trouble. How can we get more heart?

Whenever possible, have them share their thoughts on how the change could be implemented effectively. For example, if you plan to change a process that will impact them, ask for their suggestions. Listen to their ideas on how to implement the change and give them time to share their concerns. If they feel heard and see you implementing relevant suggestions, you will win their hearts and hands.

Across

“Leaders in the middle of the organization who help to surface good ideas are creating what an organization needs most.”

John Maxwell

When you are in the middle we can easily and at times unknowingly step on toes. If this is a change that could impact those who lead alongside you, share your thoughts with them. Ask for their perspective and the possible impact of the change.
Similar to leading down, open up a conversation. Who are the people who can see your vision and support it? Take time to talk with these other leaders and together determine how this will help the organization as a whole. You are creating what John Kotter, in his book Leading Change, calls a “guiding coalition.”

This group will help you share the change, both up and down, to create momentum. One reminder: be sure the change is what is best for the team, not just for you.

Up

Consider how this change will contribute to achieving the organization’s vision. Your leader does not want or need more on their plate. If the change you want to implement will help make your leader’s job easier and get results you are more likely to gain their support.

Take time to consider how the change helps the organization and even adds value to the person who leads you. Will this change help accomplish the vision? If so, paint a clear picture to your leader so they can see it.

The fact you are reading this means you are not just a manager in the middle worried about systems and processes. You are a leader with ideas and want to inspire action from your people. Which of these areas do you need to grow in? Perhaps you need to step out or step up to a conversation you’ve been putting off to move your vision forward. Take a moment today to determine and take your first step. Need help thinking into this? Contact me for a powerful coaching session. Lead Well!

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