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<small>[[Capability Modeling Guidelines]] | [[Capability_Modeling_Guidelines:_How_to_use_Capabilities_to_Align_Investments_with_Purpose|How to use Capabilities to Align Investments with Purpose]]</small> | <small>[[Capability Modeling Guidelines|Capability Modelling Guidelines]] | [[Capability_Modeling_Guidelines:_How_to_use_Capabilities_to_Align_Investments_with_Purpose|How to use Capabilities to Align Investments with Purpose]]</small> | ||
=Deal with the | =Deal with the resistance of middle managers= | ||
Through interviews with business experts, you’ve gained a better understanding of the [[organisation|organisation’s]] [[capabilities]] and uncovered inconsistencies, overlaps, and conflicts. While some issues can be resolved in conversation with individual experts, many require decisions that only middle management can make. Their authority is essential to move forward with clear, aligned [[capability]] definitions. | Through interviews with business experts, you’ve gained a better understanding of the [[organisation|organisation’s]] [[capabilities]] and uncovered inconsistencies, overlaps, and conflicts. While some issues can be resolved in conversation with individual experts, many require decisions that only middle management can make. Their authority is essential to move forward with clear, aligned [[capability]] definitions. | ||
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The good news is that resistance can often be turned into support through clear communication about why we are doing it and how they can benefit from it in the future, accompanied by visible backing from senior leadership. | The good news is that resistance can often be turned into support through clear communication about why we are doing it and how they can benefit from it in the future, accompanied by visible backing from senior leadership. | ||
==Manage | ==Manage political relationships== | ||
[[Capability]] modelling isn’t just a technical exercise; it also shifts how power and influence are distributed. That makes it a social intervention, whether intended or not. So it’s helpful to think in both structural and social terms. As you build out the model, also build relationships with the [[people]] involved. Work with [[people]] who are open and cooperative, and gradually bring others on board. Use Capability Maps as tools to visualise and clarify, rather than challenge or confront. When done well, these maps reveal misalignments without assigning blame, allowing political tensions to surface in a more neutral manner. | [[Capability]] modelling isn’t just a technical exercise; it also shifts how power and influence are distributed. That makes it a social intervention, whether intended or not. So it’s helpful to think in both structural and social terms. As you build out the model, also build relationships with the [[people]] involved. Work with [[people]] who are open and cooperative, and gradually bring others on board. Use Capability Maps as tools to visualise and clarify, rather than challenge or confront. When done well, these maps reveal misalignments without assigning blame, allowing political tensions to surface in a more neutral manner. | ||
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*When needed, ask senior leaders to step in and help resolve conflicts or reinforce priorities. | *When needed, ask senior leaders to step in and help resolve conflicts or reinforce priorities. | ||
==Communicate the | ==Communicate the value you bring to them and to the enterprise== | ||
When engaging with middle managers, make your mandate to create the best [[capability]] model for the whole [[enterprise]] clear. Let them know with subtlety that their involvement isn’t optional; it’s part of what’s expected to create an [[enterprise]] optimum. Framing it this way helps establish legitimacy and creates the conditions for more constructive, forward-looking conversations. Avoid framing the [[process]] as an IT exercise or a performance audit. Instead, position it as a practical, collaborative effort aimed at improving how the business operates. Focus on how it supports middle managers' teams, such as: | When engaging with middle managers, make your mandate to create the best [[capability]] model for the whole [[enterprise]] clear. Let them know with subtlety that their involvement isn’t optional; it’s part of what’s expected to create an [[enterprise]] optimum. Framing it this way helps establish legitimacy and creates the conditions for more constructive, forward-looking conversations. Avoid framing the [[process]] as an IT exercise or a performance audit. Instead, position it as a practical, collaborative effort aimed at improving how the business operates. Focus on how it supports middle managers' teams, such as: | ||
*'' | *'' 'This helps identify where more investment is needed and where we can reduce effort.' '' | ||
*'' | *'' 'By finding overlaps, we can free up your team to focus on more strategic, high-value work.' '' | ||
*'' | *'' 'The model can uncover missing Capabilities, opening up opportunities for new roles or initiatives.' '' | ||
When managers perceive the expectations of senior leaders as a support mechanism, rather than a threat, they’re far more likely to engage constructively. | When managers perceive the expectations of senior leaders as a support mechanism, rather than a threat, they’re far more likely to engage constructively. | ||
==Practical | ==Practical tips== | ||
'''Be transparent about the mandate, goals and [[process]].''' | '''Be transparent about the mandate, goals and [[process]].''' | ||
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*[[Executive Buy-In|#4: Executive Buy-In]] | *[[Executive Buy-In|#4: Executive Buy-In]] | ||
*[[Corporate Politics|#24: Corporate Politics]] | *[[Corporate Politics|#24: Corporate Politics]] | ||
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| style="text-align:left; width:50%;" | [[Capability_Modeling_Guidelines:_Involve_Business_Experts|← Previous page]] | |||
| style="text-align:right; width:50%;" | [[Capability_Modeling_Guidelines:_Benchmark_As-Is_Capabilities|Next page →]] | |||
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Latest revision as of 14:52, 13 September 2025
Capability Modelling Guidelines | How to use Capabilities to Align Investments with Purpose
Deal with the resistance of middle managers
Through interviews with business experts, you’ve gained a better understanding of the organisation’s capabilities and uncovered inconsistencies, overlaps, and conflicts. While some issues can be resolved in conversation with individual experts, many require decisions that only middle management can make. Their authority is essential to move forward with clear, aligned capability definitions.
However, bringing middle managers into the process also means stepping into the organisational political landscape. You’ll encounter individuals who prioritise their team’s interests over enterprise-wide goals. Transparency, one of the key outcomes of capability modelling, can be uncomfortable, especially when it highlights inefficiencies or overlaps in someone’s area. In these cases, resistance is often less about the work itself and more about perceived risk to status, influence, or control.
The good news is that resistance can often be turned into support through clear communication about why we are doing it and how they can benefit from it in the future, accompanied by visible backing from senior leadership.
Manage political relationships
Capability modelling isn’t just a technical exercise; it also shifts how power and influence are distributed. That makes it a social intervention, whether intended or not. So it’s helpful to think in both structural and social terms. As you build out the model, also build relationships with the people involved. Work with people who are open and cooperative, and gradually bring others on board. Use Capability Maps as tools to visualise and clarify, rather than challenge or confront. When done well, these maps reveal misalignments without assigning blame, allowing political tensions to surface in a more neutral manner.
Here are a few practical steps:
- Understand what’s currently on people’s agendas. Where possible, align your work with their goals.
- Have informal 1:1 conversations with the most influential people. A coffee and a shared interest can be more productive than a formal meeting.
- When needed, ask senior leaders to step in and help resolve conflicts or reinforce priorities.
Communicate the value you bring to them and to the enterprise
When engaging with middle managers, make your mandate to create the best capability model for the whole enterprise clear. Let them know with subtlety that their involvement isn’t optional; it’s part of what’s expected to create an enterprise optimum. Framing it this way helps establish legitimacy and creates the conditions for more constructive, forward-looking conversations. Avoid framing the process as an IT exercise or a performance audit. Instead, position it as a practical, collaborative effort aimed at improving how the business operates. Focus on how it supports middle managers' teams, such as:
- 'This helps identify where more investment is needed and where we can reduce effort.'
- 'By finding overlaps, we can free up your team to focus on more strategic, high-value work.'
- 'The model can uncover missing Capabilities, opening up opportunities for new roles or initiatives.'
When managers perceive the expectations of senior leaders as a support mechanism, rather than a threat, they’re far more likely to engage constructively.
Practical tips
Be transparent about the mandate, goals and process.
A middle manager may view capability modelling as another time-consuming and abstract exercise with unclear benefits. Explain your mandate (ideally from senior leaders), the goals and address potential concerns head-on.
Provide concrete examples.
Demonstrate benefits for the middle manager in the form of a realistic use case. How would the Capability Map help address a particular pain point for middle managers?
Show empathy and respect for their time.
Acknowledge the middle manager’s workload. Keep meetings focused and efficient by communicating estimated time commitments upfront. Show that you care about their concerns.
Listen and show that you care about their concerns.
When managers show resistance, listen to understand the root cause. Is it fear, scepticism, or a genuine practical concern?
Start small if the resistance is very high.
If resistance is very high, consider piloting the capability modelling in a less sensitive or smaller department first to demonstrate success before rolling it out broadly.
Create a power map.
Map out the relationships between people and identify where the key interests, relationships, and points of tension are.
Related Patterns
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