It’s time for the next issue of our Transformation & Change newsletter!
We are focusing this month’s newsletter on the topic of:
The missing middle: Empowering managers as communicators 🧩
What we cover: Trends on manager engagement; The role of managers during organisational transformation: a Q&A with Markus RĂĽther, Managing Director at H/Advisors Gauly; The disappearing middle and what it means for internal communications; Dates to put in your diary; And how to empower managers as communicators.
Did you know?
Managers play a crucial role in employee engagement. Gallup’s research suggests that managers account for around 70% of how engaged a team feels at work. Yet, Gallup’s latest global findings show that only 27% of managers are engaged at work.
In other words, many organisations are relying on managers to motivate and connect teams at a time when managers themselves may be struggling to stay engaged. This can create a ripple effect, where low manager engagement impacts how employees feel, perform and stay connected to the organisation.
The bottom line
Managers are one of the strongest drivers of employee engagement – and when they’re disengaged themselves, it can quickly spread across teams. When managers are supported and able to communicate clearly, they help strengthen engagement and, ultimately, business performance. Internal comms teams can make a tangible impact by engaging managers and empowering them as communicators, strengthening the link between strategy and employees’ day-to-day experience.
Q&A
Every successful transformation relies on building confidence and trust among key stakeholders within the organisation. We spoke with Markus RĂĽther, Managing Director at H/Advisors Gauly, to understand why managers are key and how internal comms can support them in their role.
How would you describe the role of managers in transformations?
Managers are employees’ most trusted source of information and the organisation’s “sense makers” at project, department and team level and are thus instrumental for successful transformations. They provide context, clarify required actions, and ensure visible progress in their teams. Moreover, they create an environment where employees feel safe to ask questions, experiment with new ways of working, and feel confident that their team plays a vital role in the transformation’s success.
What can internal communications do to support managers in their role?
Internal Communications can support managers in three ways: First, get the story right. Change initiatives often run in parallel, have different rationales, timelines and scopes. Providing one narrative that connects these initiatives to a compelling overall logic enables managers to explain the company’s direction clearly, convincingly and with “one voice”.
Second, tailor the communication cascade and engagement formats. During transformations, managers often need a more specific and dialogue-based approach to communication which is not part of the regular cascade.
Third, equip managers with ready to use materials and guidance. Providing them with communication toolkits shows appreciation for their key role and provides a safe, consistent message base they can use in their communication and for team engagement.
How do you see the role of managers in transformations changing?
We currently see a trend of companies reducing management layers to become leaner, faster, and more efficient. This reshapes the operating model, reporting lines and established communication cascades. As a result, the importance of effective internal communications in transformations grows. With fewer managers, communications must give all employees clear orientation, establish feedback channels parallel to the leadership cascade, and build trust and confidence without relying on personal manager relationships.
Trending
The disappearing middle and what it means for internal communications
Middle managers have traditionally helped translate strategy into action, turning senior leadership messages into clear, practical guidance for team leads and employees. They act as the communication bridge between strategy and the employee experience.
According to Forbes, that layer is shrinking in many organisations, and the impact can be felt quickly.
As Forbes highlights, when management layers are reduced, employees can lose day-to-day clarity and support, while team leads become the primary source of context and updates. But team leads don’t always have the time, experience or communication skills to take on this role without support. This can create communication gaps, increase pressure on team leads, and weaken trust and engagement if employees feel unclear on what matters and why.
For internal comms teams, this is a clear reminder of the importance of empowering team leads to communicate effectively. The more organisations flatten, the more important it becomes to equip them with the tools and guidance they need to communicate consistently and confidently.
Key dates for the diary đź“…
Driving Organisational Change Conference
4 March 2026, Manchester, United Kingdom
This conference explores how to drive impactful, people-centric organisational change and deliver results. It covers topics such as embedding change into company culture, clear and cohesive change communications, AI adoption in change and the future of change. Link to website.
IoIC Festival 2026
6-7 May 2026, Hampshire, United Kingdom
Hosted by the Institute of Internal Communication, this conference explores insights, discussions and key themes that are defining the future of internal communications. Attendees will be able to learn from leading industry experts, participate in interactive workshops and network with other internal communication professionals. Link to website.
7th Annual Business Change & Transformation Conference
13 May 2026, London, United Kingdom
This event focuses on delivering long-lasting, innovative and people-led business change and transformation strategies. It covers topics such as building organisational trust and readiness, driving transparent change communications, enhancing people-first leadership and using data and measurement to demonstrate change value. Link to website.
Empowering managers as communicators
In most organisations, managers are the people employees turn to first. The challenge is that managers are often time-poor – and without support, messages can land inconsistently or get lost altogether. Internal comms therefore play a role in equipping managers to cascade key messages clearly and consistently across the organisation.
Our approach
- Ensure messages are manager-ready: Distil complex updates into clear messages managers can repeat with confidence.
- Give managers practical tools: Share ready-to-use talking points, FAQs and team huddle guides that managers can use without rewriting or overthinking.
- Build confidence through training: Support managers with comms training and coaching to help them communicate with clarity, consistency and empathy.
- Create feedback loops: Gather input from managers on what’s landing, what questions are coming up, and where more support is needed.
Get in touch
Please contact Adaora Geiger, Head of Transformation & Change, for more information on our services.
+44 7833 200401