Digital transformation projects often focus on top-level sponsorship and bottom-level adoption. What often gets overlooked — to the detriment of the entire initiative — is the layer in the middle: your operational managers.This article explores the pivotal role middle managers play in change programmes, particularly when introducing tailored software solutions such as those offered by FlowCentric. It also offers practical tips for empowering these managers to succeed.
The Problem with Most Change Programmes
Research by Prosci consistently shows that one of the top contributors to successful change is active and visible sponsorship. Yet many organisations stop short at executive endorsement, forgetting that middle managers are the ones who turn strategy into reality.
McKinsey’s data suggests that nearly 70% of change programmes fail — and a lack of engagement from middle management is a key reason. If they’re confused, unconvinced, or unsupported, their teams will be too.
Why Middle Managers Matter
- They translate strategy into action: Middle managers are the bridge between leadership intent and day-to-day execution.
- They influence employee attitudes: People tend to follow their direct manager more than a distant executive.
- They hold institutional knowledge: They understand how things actually work, not just how they’re supposed to.
- They see early signs of trouble: Resistance, confusion, technical issues — middle managers are often the first to notice.
Signs You’re Overlooking Middle Management
- Project updates are sent to managers instead of through them.
- They’re left out of early-stage planning.
- They learn about changes at the same time as their teams.
- They’re expected to train others without being trained themselves.
How to Engage Middle Managers Effectively
- Involve Them in Planning: Invite them to scoping workshops, software demos, or process mapping sessions. Their insights are practical and often prevent future issues.
- Communicate Privately First: Give managers time to understand changes before facing questions from their teams. Nobody likes being blindsided.
- Equip Them to Lead Change: Provide clear talking points, FAQs, training, and access to subject-matter experts. They should feel confident, not cornered.
- Create a Feedback Loop: Encourage managers to report concerns and suggestions from their teams to the project steering committee, change leads, or designated implementation coordinators. Doing so ensures valuable frontline insights inform decisions and allows implementation plans to be adapted in real time to reduce resistance and improve outcomes.
- Recognise Their Contribution: Middle management can be a thankless space. A little recognition goes a long way in keeping them engaged.
A Note on Software Implementation
With software projects — particularly those involving bespoke solutions like FlowCentric — middle managers are often the best beta testers, trainers, and early champions. They understand the pain points of both staff and leadership.
Involving them early and often isn’t a courtesy, it’s a necessity.
Final Thought
If your change programme isn’t working, check the middle. Ignoring this layer creates a disconnect that no executive memo or top-down directive can fix.
FlowCentric works closely with client organisations to ensure all layers of the business are prepared, engaged, and enabled to lead change effectively.
Contact FlowCentric to take your business from #ChaosToClarity.
