Engaging Senior and Middle Management in Organisational Change Dave Gorman, Director of Social...
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Transcript of Engaging Senior and Middle Management in Organisational Change Dave Gorman, Director of Social...
Engaging Senior and Middle Management in Organisational Change
Dave Gorman, Director of Social Responsibility and Sustainability
The Challenge of Engaging Senior (and Middle) Managers
“How do we engage and get the support of Middle and Senior Managers
on Climate Change and Sustainability
issues?”
A Common Challenge
• This is a more common than people might realise.
• Everyone is trying to make changes that stick, based on commitments from the top
• Pressure from stakeholders, regulation, targets, pressure from below etc.
• We need to understand “Change Management”.
Typical Senior Manager
More aware than most of the strategic picture
(at least in theory)
Has significant access to information and resources of
the organisation
Significantly time pressurised
Multiple competing agendas - reacts badly to ill focused requests / not aligned to
agreed agenda
Contrasting views
Typical Middle Manager
Aware of operational realities more than senior managers and of strategic
picture more than staff
Often seen as the lynchpin connecting strategy and
operations, and the key to change
Suffer multiple agendas imposed from aboveExposed: fewer than
before so under pressure
Often trusted by staff and highly influential when
change communication is received and passed on
Will have own priorities May take orders from
immediate line manager vs other senior managers
Thinks organisation lacks focus / prioritisation
(beyond immediate area)
Obvious Hooks…
• Sustainability to save energy, resources, reduced costs
• Sustainability to manage legal risks, compliance, other emerging risks and reputation
• Positive benefits - Living Lab, student satisfaction, new research funding etc.
• Staff and student engagement
• ‘Positioning’ as a force for good
• Political drivers and agenda..
Different types of organisational approach to change
1. Occasional directive:
• Everyone will do this
• No debate
• Usually comes from the top but sometimes ‘power’ rests with someone or some function with specialist authority or knowledge
2. Incentives:
• Money
• Targets / Metrics
• Meets an existing strategic driver or need
• Peer recognition
• Wider recognition
Techniques to secure senior level support
• Find a senior champion
• Understand the interests of key senior staff and relate your agenda to that
• Leave time for ideas to soak…don’t worry about who gets the credit
• Create proper evidence and case studies
• Think about the issues in governance terms
• Get competition going!
• Send them somewhere to see something- especially if it has new technology or human interest
• Put them in front of critical (and powerful) stakeholders
• Show them how the really unfortunate live
• Cut the jargon (CAP, SSN, COP, Scope 3, EUETS zzzz)
Departments participating
Useful Resources…
• EAUC Guide
http://www.eauc.org.uk/launch_of_a_business_guide_for_university_gover
• Getting the Boss on Board with Sustainability:
http://www.ethicalcorp.com/business-strategy/get-boss-board-sustainability
• Change Management - lots! John Kotter is good e.g.
http://www.kotterinternational.com/the-8-step-process-for-leading-change/
www.ed.ac.uk/sustainability