THE MIDDLE MANAGEMENT CONVERSION Simply changing your approach can help turn critics into champions
By Robin Pedrelli Organizations have struggled with the concept of middle manager engagement since middle managers became part of the picture. And this phenomenon is not reserved for Diversity and Inclusion practitioners alone. Too often, organizations forget the simple things when it comes to middle managers—like respecting their knowledge and ideas, and capitalizing on their potential. When organizations begin treating their middle managers like leaders, like the life blood of the organization, it will be a whole lot easier to engage them. If you work for an organization that can boast high middle manager engagement, then your job is that much easier. But if engagement is a problem for your middle managers across the board, consider this a tremendous opportunity. This is your chance to win their hearts and minds. Think about the potential that comes with being one of the only leaders in the organization who values and solicits their input. This simple gesture will not only solve your engagement problem, but will also provide you with information that will enhance your strategic effectiveness. The key to engaging middle man-
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PROFILES IN DIVERSITY JOURNAL November/December 2014
agers is involving them throughout the process. Nobody—not middle managers, senior leaders, or front-line workers—wants to be mandated to do anything, particularly if there is a lack of understanding regarding the rationale behind the mandate. One of my sons wouldn’t eat anything. And dinners had become a bit stressful, with me demanding he eat what’s on his plate and he flat out refusing. When I started engaging him in the process of choosing meals and creating our shopping list, things improved considerably. If he’s involved in the actual preparation and cooking of the meal, he eats with zeal and tries to convince his brothers to do the same. I share this story because it brilliantly illustrates my point—involve your managers throughout the process and you’ll produce champions, not roadblocks. We can all state the business case for diversity—access to talent, employee engagement, the exchange of fresh ideas, innovation, entry to new growth markets, and so on. If you truly believe the business case for diversity, your middle managers should be the easiest contingent to win over. Who understands the marketplace and workplace