In a Harvard Business Review article titled “The Key to Change is Middle Management,” Behnam Tabrizi writes that mid-level managers are the lynchpin of change within an organization. He finds that these managers do not necessarily have the authority to effect change, but they can still make change happen. “A hallmark of the successful 32% was the involvement of mid-level managers two or more levels below the CEO. In those cases, mid-level managers weren’t merely managing incremental change; they were leading it by working levers of power up, across, and down in their organizations.”3
