Three ways middle managers succeed at organizational change: 1. Middle managers do three things to effectively lead change: interpret, engage & explain, and coordinate & execute. 2. Interpretation is a pivotal, but often overlooked, aspect of middle manager change leadership. It is through the interpretation process that mid-level managers make sense of and form a perspective on the organizational change, which influences all other aspects of their involvement in it. 3. Middle managers who balance their commitment to the change and commitment to staff are more likely to enable sustained change while also maintaining business continuity.

Middle managers often worry because they feel caught between directives and team morale. To maintain performance, reframe their role as navigators of change rather than enforcers. Encourage them to focus on building psychological safety within their team, where concerns about change can be openly shared without judgment. This transforms resistance into constructive input. Additionally, equip managers with the tools to model adaptability—not just directing it—by demonstrating vulnerability and a willingness to learn alongside their teams.

o maintain performance and team dynamics amidst changes that concern middle managers, I would prioritize empathy and transparency. I’d actively engage with these managers, addressing their concerns and involving them in shaping the change process. Providing clear communication about the reasons for the change and its benefits can help build trust. Offering support through training, resources, and regular check-ins ensures they feel equipped to guide their teams effectively. Additionally, recognizing their contributions and celebrating progress fosters a sense of stability and collaboration, keeping morale and performance high.