Changemaker Circle Case Study

A group of leaders came together in a Changemaker Circle to explore their experiences of leading and navigating change in the messy middle of organisations. They represented a wide range of sectors that included technology, secondary education, higher education, environmental charity, workplace training and construction. Although they all occupied roles within the messy middle, their titles varied and included heads of department, middle leaders, senior directors and operations directors. They also worked across diverse functions such as sales, marketing and operations.

Sharing Reflections

After they introduced themselves, the leaders shared their reflections on leading change in the messy middle of their organisations. Across several organisations, the leaders described a shared experience of tension, ambiguity and emotional labour that defines life in the messy middle. Many strive to lead with openness and approachability, staying close to their teams and creating environments where people feel able to grow. Yet they often report that the leadership culture above them operates very differently. Senior managers frequently expect problems to be solved independently and communicate in a top-down manner that leaves little room for dialogue or dissent.

Rapid organisational growth adds further complexity. New structures, shifting reporting lines and global teams create uncertainty about processes, priorities and vision. The leaders shared that they frequently find themselves cascading decisions they do not fully support, while trying to shield their teams from confusion or discouragement. At the same time, they feel their own insights rarely travel upward with the same weight.

Some face additional layers of complexity, such as dual reporting lines across different companies, leading former peers, or transient project-based work. These conditions create uncertainty about where their allegiance lies and what success looks like on a daily basis. Many describe feeling squeezed between competing expectations. Their teams look to them for clarity and reassurance, while senior leaders expect them to absorb change, maintain continuity and defend decisions they did not shape.

This constant pressure to justify actions upward and downward can feel isolating and draining for the leaders. They have to carry the responsibility of protecting overworked teams while also preserving trust in senior leadership. The result is a persistent sense of being squeezed in a system that is still trying to find coherence.

Engaging in Dialogue

In the dialogue, the leaders reflected on why they continue to work in the messy middle of their organisations. Despite the strain, many described a strong sense of purpose. For some, this purpose was rooted in serving their teams. For others, it centred on supporting children, growing the organisation or contributing to a wider mission. Yet they also acknowledged that purpose can become obscured by the pace and pressure of daily work. One leader compared the experience to a riderless horse in a long race, still running but unsure why.

The group described how ongoing change creates confusion and fatigue. A small amount of ambiguity can be healthy, yet constant shifts in direction wear people down. Many leaders saw themselves as translators who hold insight into both senior strategy and frontline reality. They interpret organisational goals and make them relevant for their teams and communicate team needs upward in ways that senior leaders can understand. This role brings a sense of contribution but also significant strain.

Several leaders pictured themselves as the narrow point of an hourglass, squeezed between competing demands. They expressed how senior leaders pour in strategy and expectations from above, while teams carry the operational weight below, looking for direction and stability. But it is they who sit in the narrow centre - where pressure intensifies, complexity converges, and strategy must become something people can actually live and work with. When aligned with purpose, this space can be powerful. When misaligned, it can feel tightening and shut off, as if something vital is being squeezed out.

The leaders noted that leadership styles at the top can sometimes be forceful and demanding, leaving those in the middle to absorb the emotional and operational impact. They described themselves as the people who hold the tension and keep the system moving, even when the work feels uncomfortable.

The tension between wanting to lead with authenticity and the pressure to deliver at pace was explored. Many spoke about moments when deadlines force them into a more transactional mode, even when this feels at odds with their values. They want to stay present, emotionally available and grounded, yet the effort required to maintain this level of authenticity can be exhausting. Several noted that the strain of trying to please everyone, while trying to avoid cutting off parts of themselves, so they remain connected and authentic.

The group contrasted this with more traditional command and control leadership, which can appear simpler but often comes at the cost of relationships and community. They described the challenge of leading from purpose rather than authority, and the physical sensation of being squeezed tight when tensions rise. Returning to purpose brought a sense of expansion and clarity.

Some leaders shared how they have begun to take more deliberate steps to empower their teams, even when deadlines loom. This felt liberating and aligned with their values, although it also carried risk in organisations that fear devolving decision-making. Others reflected on the importance of honesty, noting that admitting uncertainty can build trust when the wider system is unpredictable. Together, they questioned whether new structures and more distributed leadership might reduce the burden carried by those in the messy middle.

Capturing Key Learning and Future Inquiries

The leaders explored what they had learned from the dialogue about working in the messy middle and what inquiry questions they wanted to carry forward. One recognised the need to map their own engagement more intentionally, particularly in deciding how much energy to invest in relationships and stakeholders to reduce the complexity of their roles. Several found renewed appreciation for the unique position of the middle, describing it as the narrow point of an hourglass where protection and connection take place.

A shared insight was the value of acting as a translator who can hold the needs of both senior leaders and frontline teams. This role felt like a privilege, yet it also raised questions for further inquiry about how to involve teams in decision-making without triggering fear or overwhelm. Others spoke about reconnecting with purpose as a source of hope, and about building trust through honesty and clarity during uncertainty. Many expressed a desire to explore how empathetic leadership can remain kind while still addressing difficult issues with courage and precision.

Overall, they all felt they were being vibrated by the uncertainty of the world, but left with hope in a new emerging form of leadership. One where they don’t have to sacrifice a part of themselves to serve the organisation, but instead, lead with a connection to people and purpose. 

Testimonial

“Terry and Val have found a great, simple, powerful way to support managers in the Changemaker Circles. It was a breath of fresh air in my busy week - so glad I invested that time in myself, I felt supported.”

Former Participant, Corporate Learning

If you’d like a space where you can bring real dilemmas, think collectively, and restore your capacity to lead with clarity and confidence, take a look at our Changemaker Circles.