Change is constant in organizations. Whether it’s a change in technology, processes, leadership, or business model, employees have to embrace the change in order for organizational success. Some organizations have a Project Management Office, which is responsible for prioritizing and managing most changes. However, there are a number of organizations, where change is managed at the top (Executive level). In either case, it’s important that the change management strategy involve middle management. In a research study conducted by Lisa Ceinwen Barton and Veronique Ambrosini, published in the International Journal of Human Resources Management (2013), it was found that organizational change is largely successful when middle managers are strategically involved in the change. Yet, in most organizations, this is not the case. Middle managers represent the center of the organization as they serve as the conduit between Executive Leadership (the people who make the decisions) and the staff (the people who carry out the decisions). They cannot be left out of the change management strategy. In our change management workshops, managers often admit that most of the time, their employees know more about the change than they do, which puts them in a powerless position. Before, during and after an organizational change, managers should act as change agents and influence the change rather than feel powerless or not in control. Therefore, organizations need to change their thinking around how to actively involve middle managers in the change strategy. Middle managers should serve as key point of contacts and lead workgroups or planning committees related to the change. Managers should also be the first in line to receive any Executive communication about the change. These strategies will allow managers to accept the change more effectively as well as influence employee perceptions and acceptance of the change, which ultimately leads to organizational acceptance of the change.