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/

Questions?Dave.Gorman@ed.ac.uk

www.ed.ac.uk/sustainability