by Sharon Varney and Sue Ells Line managers are the most critical people in any change effort. Yes, we repeat, THE MOST CRITICAL. Success or failure often depends on the energy and engagement of line mangers. But they’re often just left to get on with it, with a sink or swim attitude. We want to change that. Change is too important to be left to chance. Change that doesn’t land can incur all the economic and emotional costs, without delivering any of the benefits. It can even make things worse. We believe that it’s time to get much smarter about change. To help line managers understand what they need to do, even when they don’t have a formal change role, and to equip them with the knowledge and the tools to do it. Read on to discover why line managers play such a vital role in change, the challenges they face, and to get some practical change tips. Being in the middle – a vital role and a tough job. Why are line managers so critical in change? Because line managers are right in the middle. They are the people who help to translate change plans into everyday practices. They are the ones who can integrate innovative improvement ideas into normal ways of working. Without the active support of line managers, the best laid change plans will remain just that. Being in the middle helps line managers to connect people and ideas up and down organisations. And, importantly, they can choose to work with their peers – or not – across organisations. Their position helps them to translate, role model, support, integrate, coach, connect and so on. But it’s a big ask. Juggling change AND the day job at the same time? Sound familiar? How many managers get the option to do either the day job or the change job? Sadly not many. In fact, most organisations will expect their managers to do both at the same time. Plus they’ll expect all the usual targets and deadlines to be hit as well. I can hear managers screaming as they read this, but actually, there are some really good things about this. Number 1 advantage is that...Read More
Leading change in a VUCA world
Working with the dynamic patterning of change is a strategic leadership capability in a VUCA world.
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