It’s so easy to get caught in the trap of focusing all out energy on the team members who we are asking to change. They’re on the front line. If they’re not engaged and bought in, nothing happens.
We tend to give managers a pass as long as they consent to the project or mission of change. In fact sometimes we like it if they consent and then go away. Life is easier that way, at least until management balks at the proposed change or doesn’t get it. Then that’s not so great. It’s actually quite frustrating.
So we need to address the obstacles of management as much as the obstacles of the team. We need to have an approach with them as well.
Again, the context and the environment will obviously need to be assessed. Let’s look at a couple familiar things we can do.
Strengthen Relationship with Managers
Managers are often stretched thin and will have limited time to work with you. Do you already have a relationship with management? If so, that’s a bonus. If not, you need to begin to build some bonds.
I like to start by telling them what I think I am going to be doing. This is especially important if they didn’t ask for your help. Set the expectations. And then expand the expectations and tell them what I think they are going to be doing. They might disagree. That’s OK. Time for some negotiation. Dialog around the expectations can be a good way to increase understanding of the process.
Then I shoot for some education. Here’s what we’re going to do and why. I don’t want them to just nod in understanding. I want them to regurgitate the ideas and concepts. Then I want them to explain it to the team so the bond between them, the team and me is strengthened.
Communicate and Continue Education
Communicating often to management on progress is important. Find as much one-on-one times as possible. Unfortunately, the project update seems to be the only exposure you have to them. Take advantage of it.
I’ve found that bland project updates on tasks and milestones, while necessary, leave so much opportunity for improved understanding on the table.
Keep educating. There is so much more to learn as you get deeper and deeper into a project, the nuances and detail that drill down beyond the high level concepts.
Take your status update and make it an education tool. We completed this task. This task is important because we learned this and sets us up to do that in line with this concept and goal.
For example, we put in data collection around A, which allows us to track B which allows us to trend C which allows us to make better decisions on D. We‘ve created a feedback loop that allows us to become a learning organization. This allows us to go on to the next task. Badda bing! We’ve expanded and reinforced understanding.
Remember, change is about education. Education for everyone.
Once More Unto the Change 