"Leading Change from the Middle" by Jackson Nickerson - A Practical Guide To Building Extraordinary Capabilities - Leading at The Crossroads of Change

There is a large body of works that address the challenges of leading organizational transformation and change. Most of these fine works address themselves to the person leading the organization in need of change. Author Jackson Nickerson has filled an important gap by examining the unique challenges faced by those in the middle of an organization - one or more levels down from the CEO - who face a mandate to lead change. "Leading Change From The Middle" is a very practical handbook for the would be change agent working from the middle of an organizational chart.

The gist of Nickerson's argument is that the change agent must identify potential stake holders involved in any planned change in each of four sectors. The sectors are:

• Superordinates
• Subordinates
• Customers
• Complementors/Blockers

For each of the categories, the author prescribes specific actions that must be taken to ensure maximum cooperation from stakeholders in the changes about to be made. The author suggests the acronym "ABBA" to help the reader to remember: Agree-In, Bee-In, Buy-In, and Allow-In. 

"Each approach provides communication, strategies, tactics, and sequencing of actions for leading change among stakeholders - activities collectively referred to as CoSTS." (p. 44) Throughout the book, Nickerson offers two contrasting case studies drawn from real world experience to highlight how the CoSTS principles can be applied in two very different situations.. Kurt is charged with reducing the time it takes within the Department of Defense to implement a new software program for soldier recruitment. Stephen is hired by a major metropolitan mayor to lead an initiative to create an urban agriculture program so the city will be regarded as the "Greenest" in America.

One strength of this model is that it takes into consideration the human element in leading change - the emotions that often get in the way of rational decision making. Nickerson offers the acronym "DEAF' to identify four key negative emotions that might cause stakeholders to block progress and change:  Disrespect, Envy, Anger, and Fear.

Among the components of the model I found most helpful were suggested questions that a change agent might ask a stakeholder who is their boss to ensure that Agree-In has been reached.

• Which stakeholders, if any, will your supervisor want to personally engage and help manage
• Will your boss manage and communicate with superordinates up the chain of command, or should you have similar conversations with them?
• At what point will your boss intervene to help you overcome the resistance of a blocker, or to encourage a customer to participate?

These questions are emblematic of the practical nature of the information that the author provides in this book. Nickerson serves as Frahm Family Professor of Organization and Strategy at Olin Business School at Washington University in St. Louis. He teaches a course in "Leading from the Middle" for the Brookings Institution.

The book is a welcome addition to evolving field of Change Leadership.

Enjoy!