When organisations launch sustainability or wellbeing initiatives, they typically focus on enthusiastic support from senior leadership and enticing incentives for employees. But there's a critical layer between them that rarely gets the attention it deserves: middle managers.

Looking in the Wrong Direction

We've all seen it happen. A new sustainability challenge launches with polished communications from the executive team. There's a digital platform, perhaps some prizes, and plenty of company-wide emails. Yet despite the investment and good intentions, engagement often fizzles after the initial excitement.

Why? Because organisations overlook the most powerful influencers of day-to-day behaviour: the team leaders who translate grand visions into practical reality.

Why Middle Managers Hold the Key

Middle managers possess unique power to multiply engagement:

They're present. While senior leaders might speak about sustainability quarterly, managers interact with their teams daily. They have countless opportunities to reinforce messages and recognise efforts.

They're proximate. Managers understand their teams' specific challenges and can adapt broad initiatives to fit local context.

They're practical. Teams look to their managers for cues about what matters. When a manager visibly participates in a sustainability challenge or creates space for discussion, it signals the initiative deserves attention.

If your manager appears indifferent to a sustainability programme, why would you prioritise it amidst your busy workload?

The Blind Spot: Why They're Often Overlooked

Despite their influence, middle managers are frequently the missing piece:

Initiatives flow from the top down without input from those responsible for championing them.

Managers are already stretched thin. Many view sustainability programmes as "yet another thing" on their overflowing plates.

Many lack clarity about their role. Without guidance, managers may assume their only job is to forward emails.

Some feel uncomfortable. Without training and permission to engage authentically, many default to minimal involvement.

How to Equip Middle Managers (Without Overloading Them)

The challenge lies in empowering middle managers without adding burden. Here are practical approaches:

1. Clarify the Role

Be explicit about expectations. Many appreciate clear guidance like:

• "We're asking you to participate visibly and encourage your team"

• "You don't need to be an expert on sustainability"

• "This should take no more than 15 minutes weekly"

Explain why their involvement matters with concrete examples.

2. Keep It Simple

Provide light, practical resources:

• Brief talking points for team meetings

• Simple check-in questions to spark conversation

• A clear timeline with key moments for involvement

The goal is to make championing the initiative the easiest path.

3. Give Permission

Encourage managers to engage in ways that feel authentic to their leadership style. Emphasise that genuine participation matters more than perfection.

4. Celebrate Their Influence

Recognise managers who effectively champion initiatives – those who achieve high team participation, create innovative approaches, or visibly model sustainable behaviours.

5. Connect Them to Each Other

Create opportunities for managers to share experiences and challenges with peers through brief discussions during existing meetings or informal coffee chats.

The Culture You Want Lives in the Teams They Lead

If engagement in sustainability is part of your organisation's culture goals, you can't afford to overlook those who shape that culture daily. Middle managers aren't just message relayers—they're culture builders whose attitudes ripple throughout their teams.

Supporting middle managers doesn't require massive investment. It requires intention to include them in planning, simplicity in what you ask of them, and trust in their ability to engage authentically.

When you activate the power of your middle managers, you unlock an engagement multiplier that's been hiding in plain sight all along.