1. Engaging Senior and Middle Management in Organisational Change Dave Gorman, Director of Social Responsibility and Sustainability

2. The Challenge of Engaging Senior (and Middle) Managers “How do we engage and get the support of Middle and Senior Managers on Climate Change and Sustainability issues?”

3. A Common Challenge This is a more common than people might realise. Everyone is trying to make changes that stick, based on commitments from the top Pressure from stakeholders, regulation, targets, pressure from below etc. We need to understand “Change Management”.

4. Typical Senior Manager More aware than most of the strategic picture (at least in theory) Has significant access to information and resources of the organisation Significantly time pressurised Multiple competing agendas - reacts badly to ill focused requests / not aligned to agreed agenda More dependent for briefing on others than anyone else + limited capacity for new issues Thought of as having power, but often struggle to influence or control a blizzard of events

5. Contrasting views

6. Typical Middle Manager Aware of operational realities more than senior managers and of strategic picture more than staff Often seen as the lynchpin connecting strategy and operations, and the key to change Suffer multiple agendas imposed from above Exposed: fewer than before so under pressure Often trusted by staff and highly influential when change communication is received and passed on Will have own priorities May take orders from immediate line manager vs other senior managers Thinks organisation lacks focus / prioritisation (beyond immediate area)

7. Obvious Hooks… Sustainability to save energy, resources, reduced costs Sustainability to manage legal risks, compliance, other emerging risks and reputation Positive benefits - Living Lab, student satisfaction, new research funding etc. Staff and student engagement ‘Positioning’ as a force for good Political drivers and agenda..

9. Different types of organisational approach to change

10. 1. Occasional directive: Everyone will do this No debate Usually comes from the top but sometimes ‘power’ rests with someone or some function with specialist authority or knowledge

11. 2. Incentives: Money Targets / Metrics Meets an existing strategic driver or need Peer recognition Wider recognition

12. Techniques to secure senior level support Find a senior champion Understand the interests of key senior staff and relate your agenda to that Leave time for ideas to soak…don’t worry about who gets the credit Create proper evidence and case studies Think about the issues in governance terms Get competition going! Send them somewhere to see something- especially if it has new technology or human interest Put them in front of critical (and powerful) stakeholders Show them how the really unfortunate live Cut the jargon (CAP, SSN, COP, Scope 3, EUETS zzzz)

13. Departments participating

14. Useful Resources… EAUC Guide http://www.eauc.org.uk/launch_of_a_business_guide_for_university_gover Getting the Boss on Board with Sustainability: http://www.ethicalcorp.com/business-strategy/get-boss-board-sustainability Change Management - lots! John Kotter is good e.g. http://www.kotterinternational.com/the-8-step-process-for-leading-change/

15. Questions? Dave.Gorman@ed.ac.uk www.ed.ac.uk/sustainability