Here's how you can navigate organizational changes in enterprise software using emotional intelligence.

In order to make effective org changes in enterprise software using EI/EQ it is crucial to conduct a precursor needs/wants assessment per dept to match with c-suite vision/getting funded/etc. Macro & micro level understanding, communication of needs/wants/$availability/ROI/impact on existing assets/infrastructure/people/skills/..is vital. The ability to withstand & handle opportunity heat, during the change in course takes immense self-awareness, self-management, social awareness, relationship management. While all views are critical for exploration; the ability to make people think differently to agree with end result ultimately brings strength & satisfaction for market delivery acceptance /consumption. Happy consumers are the best RoI!

First, acknowledge your own anxieties and identify your adaptability. Then, manage stress with healthy coping mechanisms and maintain a positive outlook on the potential benefits. Empathize with colleagues who may struggle and actively listen to their concerns. Communicate effectively, asking questions and offering feedback. Finally, stay motivated by viewing the change as a learning opportunity and celebrating milestones along the way. By mastering these emotional intelligence skills, you can adapt to software changes with greater ease and even discover new opportunities for growth.

Do more listening than speaking. Try to understand the company politics and interpersonal dynamics. Alliances are important and those are often based on personal connections more so than value contribution.

Certainly! When navigating organizational changes in enterprise software using emotional intelligence, it's important to prioritize empathy, communication, and adaptability. Understanding and acknowledging the emotions and concerns of team members can foster a supportive environment and mitigate resistance to change. Effective communication, both transparent and frequent, helps to clarify expectations, address uncertainties, and build trust among stakeholders. Additionally, being adaptable and responsive to feedback allows for adjustments to be made along the way, ensuring that the transition is as smooth as possible for everyone involved.

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You need to map the end-to-end process without emotion. What does our business *really* do to get results? What does our proposed change do to this functioning process? People - Process- Tools. Always best to work in that order. What do our people need? What is the *real* process that gets work done? What tools would best support this? If the people feel listened to, and respected, the rest will follow. Tell a clear story every step of the way.

Remember that in large enterprises, board members push the C-Suite, who then bring together Business & IT Leadership teams together to plan on the next X # of initiatives. Assessing impact starts from top down. From the above, the Executives should have a plan in place for assessing the emotional impact. Unless it is a super toxic environment, most enterprises do understand that just like re-orgs, Enterprise software changes can be very mentally draining on their employees. Every aspect of an initiative should involve a plan to keep employees happy throughout the transition. I have seen this as teams channels to convey opinions, thoughts. Open channels to therapists that specialize in corporate anxiety. Feedback surveys at a cadence.

We have to keep in mind this can change their day to day. For better or worse. Most folks do not like changes especially if they were the ones who helped implement them to start. Understand the why they agree or don't agree with the change. Assess how much of a learning curve or impact it will have on their current process internally and externally.

An organization that only relies on EQ flowing from top down will eventually get significant confusion and slowdown when the “EQ wave” reaches mid level and rank and file employees. The C and VP level management has to actively encourage a healthy bottom up EQ feedback channel so that employees feel included and ideas get quickly shut down or promoted based on their merit and not just seniority. I see way too many organizations whose leaders are wondering why they’re falling behind when, in the eyes of the top management, they pushed EQ to the rank and file. The board that counsels the top leadership wants the best idea to surface and not just one from the leadership team.

Now, for good and successful implementation, especially on software part, which is somehow for most user volatile, a proper awareness and pre go live trainings, based on industry and skills, are crucial. For example, for a person on IT department a new software will be a delightful new toy, but for a financial person, a new software will be nonproductive time he has to spent in self-learning, frustration, and so on.

All changes brings uncertainties into the organisation and the only way to overcome that is to clearly communicate in an open manner WHY you are changing, WHAT the purpose is and HOW is going to be done. If you cannot formulate that and communicate it in a clear manner, you will never succed.

Change of strategy means a change in direction. Change will always come with uncertainty and apprehension, totally normal, clear and concise communication as to why from a business prospective allows for entrepreneurial awareness / ownership by the contributors. Focus on the target goal and how to get there, people will voice concern, encourage it to maintain a culture of openness to adopt change. Write a playbook with clear responsibility along with task dependency linkage from contribution with measurable visible progress / milestones, assign definitive tasks to a team and individuals. Nothing is gained if nothing is ventured, advocate the notion!

Absolutely! To communicate effectively about a change in enterprise software, start with a clear and transparent announcement detailing the reasons for the change and its benefits. Use multiple communication channels, such as emails, meetings, and intranet posts. Ensure everyone receives the message. Highlight how new software aligns with the organization's goals and how it will improve daily workflow. To alleviate stress and increase adoption, provide comprehensive training sessions and accessible resources like tutorials and FAQs. Assign knowledgeable team members as go-to support POC's. Ensure training is setup and clear. Maintain employee satisfaction by actively seeking feedback and addressing concerns promptly with communication.

Share how the change in business environment necessitates a new way to operate and how ERP and AI enable the organization to better service existing customers and grow new businesses. This frequently requires an integration of IT and OT and while this requires a careful moderation of long held biases and fiefdoms, it also creates an opportunity for the team to contribute to customer’s success and company’s growth.

Communicating clearly, consistently, effectively, openly is the key to many if not all important activities in the enterprise, not least to EI.

Offering support is crucial for the mental health during Enterprise Software changes. Assign knowledgeable team members as go-to support contacts and encourage a culture of peer assistance. Ensure that the training is hands-on and directly applicable to daily tasks. Maintain high employee satisfaction by actively seeking feedback and addressing concerns promptly. Schedule regular check-ins to monitor progress and adjust support strategies as needed. Celebrate milestones and successes to foster a positive attitude toward the change, reinforcing that the organization values and supports its employees through the transition.

Having a support system in place is critical for the success of the new change. In the past two things have worked well for me and my team. Offering Training and Resources: Provide adequate training and resources to help employees adapt to the new software. Address their needs and concerns proactively. Mentorship Programs: Pair less confident users with experienced mentors who can provide guidance and support. Having a pilot group ahead of time works. When we switched to Service Now over at Citrix it was a huge change. Very different process it looked like more red tape. Having those pilot users lead the way and express frustrations on behalf of the team and getting things changed was a big help.

One of the most important managers/leaders roles is to support their teams. Supports should wholistic, continuous, and honest. Your team is extension of your life.

A truly healthy “EQ ecosystem” has to be actively and openly be supported by the leadership team. One great best practice is to place high EQ individuals in outreach roles where they address the questions from their peers and set practical examples on how to best use EQ.

We need to know already that the change is here. Adapting is how we learn to live in the ever changing world. No other option.

A clear understanding that the new enterprise system is a skill enhancer and an efficient system in the development process and not a replacer, is a valuable message passed on by the leader, with the help of emotional intelligence, to assuage any uneasiness among the team members.

This reminds me of the famous Day 1 letter that Jeff Bezos used to communicate with not just his shareholders but the world at large. To follow in his analogy, the lack of a clear way to actively encourage adaptability leads to eventually the company starting a slow but sure downhill journey towards irrelevance and what he calls a Day 2 company. In the age of AI everything, the stakes have never been higher as even the best possible project or idea could fail if there is no robust adaptability mechanisms at all levels of the company.

From the beginning of my career, I've been drawn to roles requiring a nuanced approach to relationship management. These roles encompass not only hierarchical connections but also lateral ones. While vertical relationships may share common goals, navigating horizontal relationships often requires influence without formal authority, which some may find challenging. However, I've consistently observed a unifying principle: securing buy-in for change hinges on presenting it in a way that resonates with stakeholders. In simpler terms, focus on the "what's in it for them" rather than solely on internal objectives.

First and foremost understanding that no matter how great a new product, platform or change will be there will always be conflicts that arise. Knowing that is half the battle. Having an open and safe space to discuss is crucial. A couple of points that work are: 1 - Facilitate Conflict Resolution: Address conflicts promptly and fairly, understanding that resistance may stem from emotional responses to change. 2 - Problem-Solving Approach: Use Emotional Intelligence to mediate and resolve conflicts by understanding the root causes and finding mutually acceptable solutions.

I designed and have deployed my 5A Framework in situations like this:- 1. Aware - first be aware that you have a problem by discussing with others and be alert 2. Acknowledge - be brave to acknowledge that you have a situation that needs change 3. Accept - be brave enough to accept it as acknowledging that you have a problem does not necessarily mean you will accept it 4. Amend - after analysing the situation, you are ready to make changes 5. Advance - progress with every change as it is still a trial and error but now you are ready to do it with your eyes wide open

Well, what I really miss here is the empowerment of people to better understand and apply the aspects of EI as a fundamental tool to resonate, unite and collectively pursue the goals to be set for substantial progress in spirit, economics and ethics.

Emotion is the feelings experienced by individuals and groups as a result of circumstances, mood and relationships in the organisation and it influences productive & unproductive behaviours. The Emotion Dynamic in an organization has 5 important construct capabilities that need to be developed to enable successful enterprise software enabled change. Each Capability has a defined scientific development roadmap along a normative 7-level scale , L7 being 'Leadership'. The Construct Capabilities are: Attitude, Morale, Personal Control, Power & Influence and Stress. The OrgCMF OMI Reference Model provides a means of assessment and development guidance and is underpinned by unitary developmental theory