The SEPG must work with its senior manager to point out the conflicting messages and minimize the situations where they can be issued. Although the SEPG cannot make the wind of change blow, it can certainly create favorable conditions. Something like a Swiss Army Knife. That's my life. Like the above mentioned knife, the SEPG must be prepared to fit any situation that presents itself.
Middle managers bring a variety of needs to the table.
They relate closely enough to the practitioners to be concerned with technical issues, yet they must respond to senior managers on a higher level. They can be a source of great information and of great frustration. Spending time talking to them and, more important, listening to them can be invaluable. The SEPG must identify the clues that will lead to middle manager buy-in. Once identified, the SEPG should target the concerns that, if remedied, can bring about the biggest pay-off.