So, How Will You Get Managers Onboard?
READ TIME - 4 MINUTES
"How’s the rollout going?" asked Amir, leaning against the break room counter.
"Depends who you ask," said Priya, pouring her coffee. "Some teams are flying ahead, and others... well, let’s just say adoption isn’t exactly their priority."
Amir nodded knowingly. "Let me guess—the teams with engaged managers are the ones driving adoption, right?"
Priya sighed. "Exactly. But a lot of managers are already stretched thin. If we want them to support the change, we need to make it as easy as possible for them."
Amir smiled. "Alright, let’s figure out how to make that happen."
Why People Managers Are the Key to Adoption
When it comes to embedding change, people managers are your secret weapon. They’re the ones who translate organisational goals into day-to-day actions for their teams.
But here’s the catch: if managers aren’t engaged, their teams won’t be either.
What makes them so critical?
Trusted Voices: Employees are more likely to listen to their direct manager than an email from the exec team.
Day-to-Day Influence: Managers have the power to reinforce behaviours and keep the change visible.
Contextual Knowledge: They understand their team’s unique challenges and can tailor the change message accordingly.
The challenge: Managers are already juggling competing priorities.
If supporting the change feels like "just another task," it’s unlikely to get the attention it needs.
The "Empower and Equip" Strategy
To engage people managers, you need to make it easy for them to champion the change and support their teams through it.
Why it matters: When managers feel confident and equipped, they’re more likely to actively support the change, which directly impacts team adoption.
How to do it:
Provide clear messaging: Equip managers with simple, consistent talking points they can share with their teams. Make it easy for them to explain the "why" behind the change.
Offer practical tools: Create resources like FAQs, conversation guides, and quick-reference materials to help managers answer questions and address concerns.
Focus on WIIFM (What’s in it for me?): Show managers how the change will benefit their teams, and make their own jobs easier.
Build their confidence: Host manager-specific sessions to address their concerns, build their understanding of the change, and give them space to ask questions.
Pro tip: Managers are busy. Keep your materials short, sharp, visual and easy to use - they’ll thank you for it.
The "Involve and Recognise" Approach
Managers are more likely to engage when they feel involved and valued.
Why it matters: Involving managers early and recognising their contributions creates a sense of ownership and motivation.
How to do it:
Co-design the journey: Involve managers early in the process to shape how the change will land with their teams.
Create peer networks: Set up manager forums where they can share ideas, challenges, and successes. Peer support can be a powerful motivator.
Recognise their efforts: Celebrate managers who are driving adoption. A simple shoutout in a meeting or an email can go a long way.
Ask for feedback and act on it: Managers need to see that their input matters. Show them how their feedback is shaping the change.
Pro tip: When managers feel like partners in the change, rather than just messengers, they’re more likely to engage and advocate.
The Bottom Line
People managers are the bridge between strategy and action.
Engaging them isn’t just a nice-to-have: it’s essential for successful adoption.
By empowering them with the right tools, involving them in the process, and recognising their efforts, you can turn managers into your most powerful change champions.
That’s it for this week.
Next Tuesday, we’re tackling what happens when BAU keeps trumping change activities - don’t miss it!
See you then,
Team EVER
PS: Someone pass this on to you?
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