If a middle manager is not engaged, it diminishes morale. People will probably be omitted from key communications. If they feel threatened by the situation, they may refuse to get engaged, They may even infect their teams with negativity. Where possible, when I recognize this situation, I put the middle managers on my team. Consult with them on the best approach to their team and solicit what they need to make their job easier. I would where possible make sure they are the official conduit to their team and upper management.
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Frank Gorman, Former ACMP Board Member, Transformation Consultant
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Original Message:
Sent: 2025-05-09 00:59
From: Marilyn Wamalwa
Subject: Engaging Middle Managers in M&A
Middle managers play a pivotal role in the success of M&A. They're on the front lines-helping teams adapt, translating strategy into action, and maintaining morale. But too often, they're brought in late or under-supported. The consequences are confused teams, inconsistent messaging, stalled adoption and resistance.
Some best practices include:
- Involving them early in decision-making
- Equipping them with messaging and change tools
- Recognizing their emotional and operational load
- Creating space for feedback and two-way communication
What have you experienced when middle managers were (or weren't) engaged during M&A?
What barriers have you seen when trying to activate their leadership?
Share your insights/experience/knowledge below
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Marilyn Wamalwa
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