Change in any organisation usually starts with a plan from senior leadership. But for that plan to work in practice, it’s the managers who carry the weight. The roles of managers in organisational change are pivotal as they are the ones guiding teams through uncertainty, answering questions and helping people adapt to new ways of working. Without them, even the best strategies risk falling flat.
At MYHR, we’ve worked alongside many businesses through periods of change. One thing we’ve seen time and again is how critical managers are to the outcome. If they’re not engaged, informed and confident in what’s happening, the wider team won’t be either.
Why Managers Matter in a Changing Business
Managers hold a unique position. They’re close enough to influence daily behaviours, but senior enough to drive forward the changes set by leadership. In many ways, they act as translators, connecting strategic decisions to real people and practical impact.
They help their teams understand what’s changing, why it’s happening and what it means for them. Just as importantly, they’re often the first to spot when something isn’t landing – whether that’s confusion, resistance or a dip in morale.
But that doesn’t mean the role comes naturally. Many managers are promoted for their technical ability, not their leadership style. When they’re expected to lead others through change without support, it can quickly become overwhelming. And that’s where change starts to unravel.
The Roles of Managers in Organisational Change: What Do They Actually Do?
Leaders might set the direction, but it’s the roles of managers in organisational change that bring those plans to life. If your managers aren’t on board, your people won’t be either.
Five key roles managers play in change
Communicators
Managers need to explain what’s happening in clear, practical terms. They translate high-level messages into something meaningful, helping teams stay informed and focused.
Role models
People take cues from their manager. If they see hesitation or resistance, they’re likely to mirror it. But if a manager leans into change with confidence, others are more likely to follow.
Coaches and supporters
Change can unsettle people. Managers are often the first to spot when someone is struggling, and they play a key role in offering support and keeping morale steady.
Problem solvers
No change goes exactly to plan. Managers are on the ground, spotting issues early and finding ways to keep things moving.
Feedback channels
Managers are closest to the team. They hear what’s working, what’s not, and can pass valuable insight back to leadership to help refine the process as it unfolds.
What Gets in the Way
Even your best managers can struggle when the pressure is on. They’re often expected to lead others through change while dealing with their own uncertainties, and that’s a big ask without proper support.
As highlighted by Harvard Business Review, the role of the manager has evolved dramatically – and without rethinking how we support them, burnout and frustration are inevitable.
How to Support Your Managers Through Change
If you want change to stick, your managers need the confidence and clarity to lead well, not just carry on as best they can.
That support might include coaching, tools or more structured training. What matters is that managers understand their role in the process and feel equipped to handle it.
We help businesses build the structure, leadership and capability needed for change to succeed. Through our Organisation Design service, we work directly with leadership teams and managers to shape a clear path forward. One where change is led with confidence, not crossed fingers.
Change doesn’t fail because the idea was wrong. It fails when people are left behind. If your managers are in the driving seat, give them the map, the support and the time to do it properly.
If you’re planning change or already working through it and want to make sure your managers are set up to succeed, get in touch.