Column by Peter de Bruin
"Behavior(s)"
The key to improving performance in organizations lies with middle management, writes Peter de Bruin in his column. It takes more than just support. Behavioral change is also necessary, but that doesn’t happen on its own.
"Behavior(s)"
“As a board, we’ve been engaged in intensive discussions for eight months to determine the only correct strategy. We’re sparing no expense or effort, including hiring a strategy consultant. After that, we’ll take eight weeks to hand over the newly chosen strategy to management. We then expect them to be able to instruct the team coaches—in about eight days—on how to have all employees implement the new work method through an eight-hour training session.”
With this caricature, Ben Verwaaijen, then CEO of BT, thoroughly lambasted the top-down approach to Strategy Execution. Since then, a lot has changed for the better. And yet you still regularly encounter situations where a comprehensive change process is primarily approached top-down—with structural changes, a different way of working, and even self-management. Yes, you read that right: imposing top-down self-management :)
As is so often the case, the key to achieving performance improvements lies with middle management. But you have to engage them in the right way. Changes that have buy-in go further. That’s not new, but it’s still very difficult—especially when the change affects them personally: their history, their good intentions, their habits, their sense of security… their behavior!
Let go first, then grab hold
Why is this still so difficult? You have to get past their pain and fear. After all, they’ll first have to let go of the old before they can embrace something new. First, you have to get past the usual defense mechanisms—like claiming the client didn’t ask for it anyway, or that their staff is already so busy. And behind that lie questions like: Can I really do that? What extra will I have to provide—or give up? Could that young manager maybe do it better than I can? How will this affect my position? Will I still have a job later on…? They don’t ask those questions out loud, but they’re there. Managers are only human, after all.
The failure to bring about behavioral change almost always stems from an inability to address colleagues’ fears. Providing even more explanation about the new organizational chart won’t help. And trying to convince them with arguments is pointless, too. They already understand.
It’s no coincidence that the word “behavior” is part of the term “carried.” It’s about how we support one another during the transition to a future that remains uncertain. Sustained behavioral change requires genuine attention and action from management within that otherwise impenetrable “clay layer.” It’s not a piece of cake tossed over the fence or a quick training session here or there. Breaking through the “clay layer” means dealing with the uncertainty of others.
Together in Transition
It starts with setting a good example and sharing your own doubts. Followed by showing understanding and leading by example. You can’t offer any support other than yourself. Be there when needed. Together in transition. An organization’s effectiveness stands or falls on the leadership’s ability to take the lead in the behavioral change that’s required.
These days, strategy is no longer eight months of paperwork involving a team of consultants. It’s a more empirical process. Management can use the time this frees up to avoid taking a top-down approach. This makes it possible to have middle management drive the behavioral change.
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