How can you get change agents and stakeholders to work together?

Building trust and creating a shared sense of responsibility helps in aligning efforts towards a common goal. Use clear and concise communication: avoid jargons and technical terms which sound impressive but might be unfamiliar to stakeholders. Still, the old fashioned pat on the back and recognition of the smallest nature works magic.! If someone is serious about making a change; create happiness.. Happy teams perform.!!

Clarifying roles and expectations is a fundamental step in successful change management. Begin by identifying who falls into each group and meticulously document their respective responsibilities and tasks. Transparently communicate this information to all parties involved, fostering a shared understanding. Align roles with the overall goals of the change initiative, emphasizing accountability for timely task completion. Regularly review and update these definitions as necessary and include mechanisms for conflict resolution. Encourage a feedback loop to maintain open communication, ensuring stakeholder needs and concerns are addressed promptly. This approach builds trust and facilitates effective cooperation throughout the change process.

In my professional opinion having led and participated in change management workstreams at 3 large global banks that underwent business transformation, 'change agents' are key stakeholders themselves. 'Change' requires people and processes [that they run] to re-adjust to a new normal at a determined velocity with varying magnitude of change. The 'change' starts with a constructive which is transmitted by the initial team of change agents with defined roles and expectations. The early adopters need to be identified so that adaption through cultural change is systemically embedded through trust and confidence building and greater cooperation follows.

Getting people to work together during change? Here's a quick guide: 1. Bring Everyone In Let stakeholders help make decisions. It builds trust, and you get good ideas. 2. Know Your Part: Make sure everyone knows what they're supposed to do. But also make sure you're all aiming for the same goal. 3. Find the Movers: Look for people in your company who can make things happen. They're your change champions. 4. Be Trustworthy: Be honest and listen to people's worries. This makes people trust you more. 5. Be Good at Change: Communicate well, deal with pushback, build strong ties, keep learning, and celebrate wins. Do this, and your change agents and stakeholders will work better together.

Defining the roles and expectations of change agents and stakeholders is crucial. However, it's equally important for them to align their goals and work together as allies, rather than being in opposition. In many cases, change agents are selected from within the stakeholder group to initiate the change process. It's essential for them to recall their own journey of becoming change agents, as this can help them connect with stakeholders who may have reservations about the proposed changes.

I remember a project I was involved in where the strategy of involving stakeholders from the outset made all the difference. We started with regular meetings where everyone could voice their concerns and ideas. However, we realized that this wasn't enough to create a true sense of collaboration. The turning point came when we decided to form interdisciplinary task forces, bringing change agents and stakeholders together in teams dedicated to solving specific project-related issues. This fostered a deeper understanding of the challenges faced by all parties. Involving people creates a deeper sense of ownership and commitment to change. It serves as a reminder that sometimes, innovation lies in how we engage people in the process.

Communication, collaboration, and coordination (CCC) are key when aspiring for change of any magnitude. All stakeholders across ranks need to feel that they are part of the change process. Not all stakeholders will agree to change, so it is essential that they feel that their opinion is considered even if not implemented due to misalignment with the transformation. If change agents can 'convert' 15% of the other stakeholders from 'aware' of change to 'early adopters' then that creates the momentum for the movement.

The key point to keep in mind is that the process is as important as the end result with regards to managing change. And one of the key elements of getting the process right is involving the relevant stakeholders in a timely and thoughtful manner.

Traditional change programmes involve stakeholders delegating change into the management team who pass that on to the workforce. That’s where it comes undone because managers aren’t necessarily being hired for their sales capabilities, they’re just telling people what to do, but really the workforce has no interest in changing what they do at all and if they are going to change, that rate of change will be very slow. We find if you play simulations with the workforce, THEY are coming up with ideas for change, and we’re now in a different state whereby instead of the workforce having change pushed on them it’s actually pulling it down from the leadership. The adoption programme changes fundamentally in its approach, and that's exciting!

Change agents and Stakeholders need to become a high-performing and synchronised team, that works together to deliver the change. Early engagement and collaboration to set the ways of working and expectations of each function is paramount to success. So many time we see gaps and siloed working, which only causes a downward spiral of a lack of coordination, bad and un-targeted communications leading to a growth of lack of trust across everyone effected.

One valuable approach is involving stakeholders in the decision-making process whenever possible. This participatory approach empowers stakeholders and gives them a sense of ownership over the change. Furthermore, fostering a culture of continuous learning and improvement can be achieved by encouraging both change agents and stakeholders to share and apply lessons learned from past changes. This not only enhances trust but also promotes adaptability and resilience in the face of future changes.

2 Missteps Change Agents make that undermine Trust - Solutionizing: solutionizing is the twin of unsolicited advice. When change agents jump in with our solutions we short circuit trust. The stakeholders experience is minimized, leading to defensive behavior. - Misinterpreting the natural response to change: Humans naturally reject change. When we have not experienced the value of the new thing it is logical to distrust it, after all our current method has helped us maintain our job thus far. The misinterpretation happens when the change agent internalizes that rejection. Countermeasures to consider are: - ask interested questions -join a community of peers that are experiencing the lonely work of leading change.

Organizations don't change just for the sake of changing. There are always clear reasons why change is needed to provide a better future for the Company and their employees. This is a common ground for the change agents and stakeholders and there should not be any hidden agenda's. Open and transparent, frequent communication will build trust and rapport between the change agents and stakeholders. By focusing on the common ground in an open and transparent way, the odds of a successful change management program are multiplied.

Do not underestimate the power of human connection when building trust and rapport. Connection is built through shared experiences, shared context and understanding, shared goals, and common ground. Often that develops in the space in between the work. Leave time for play, fun, chit chat, and other informal interactions. Partner individuals to ideate and collaboratively work through tasks. These sparks of connection will build a foundation of psychological safety that is necessary to effectively manage the "tough stuff." Don't let formal meetings between change agents and stakeholders be the only exchange.

Building Trust and Rapport is the essence of being able to do all other steps, To do that: Understand the wider and common goal of the organisation Understand how this change is helping achieving that Goal How it's going to help key stakeholders How all the parties are aligned towards common goals How much time or effort you need from stakeholders How it's going to change people's daily work or processes How to help them understand the impact of change in simplest terms What benefits they are going to get once change is implemented Appreciate their concerns and address them effectively How to hand hold or train them to adopt that change Take their feedback in a positive way to improve the solution Keep things Simple

As social animals, humans desire to be seen and heard. Ad hoc comms to celebrate success of any positive aspect that impacts the wider audience would only complement a frequent (ideally in-person) and scheduled town hall meeting or workshop where messaging needs to be consistent and clear for all. Change agents must ask : 'Is there anyone who would like more clarity?' and allow 'off-line' feedback loops.

The three most important factors for a successful change management program are: 1. Communication; 2. Communication and 3. Communication

Communication is indeed key to getting change management right. It is a priority that cannot be ignored. It is important to use the right channels, methods and language to ensure that the message lands appropriately and efficiently.

Effective communication should also embrace storytelling. Encourage change agents to share compelling stories that illustrate the benefits and positive impacts of the change. Stories resonate emotionally and can help stakeholders connect on a deeper level with the change initiative. Additionally, consider establishing feedback loops that allow stakeholders to provide input and suggestions in real-time, fostering a sense of collaboration and responsiveness.

Picture yourself at the helm of a cutting-edge tech company navigating a major digital transformation. As a Change Agent, your mission is to relay the vision of an innovative future, the benefits of enhanced tech capabilities, and the ongoing progress. Feedback and concerns become invaluable in fine-tuning the change strategy. By addressing these needs, you ensure that the change benefits everyone. Consistent and clear communication is your guiding principle. Establish regular tech-focused meetings, utilize digital platforms, and employ various communication channels to ensure everyone is in the loop. Transparency and timely updates maintain this trust, the foundation of effective change management.

I have not seen any change management initiative without conflicts or issues. Even when you involve stakeholders early on, even when you are the best communicator and you build a trustworthy environment, issues and conflict will arise. And that is good, because it means that people care! And because the discussions will go one or two levels deeper, you often end up with a better solution than you yourself envisaged. So embrace conflict and issues and you will be even more successful, as long as you did involve the stakeholders early on, you build trust and rapport and you communicate frequently and open.

Identifying and addressing conflict early during a change initiative may mean staying ahead of any hotspots. Some potential hotspots can definitely be anticipated and an effective change agent should have a plan in mind. Consider deploying a "Conflict Heatmap" as a proactive measure. Change agents can monitor for hotspots where conflicts are most likely to occur. A heatmap can be as simple as a shared document detailing sensitive issues that require attention. This puts the issues top of everyone's mind before they escalate to red hot territory. Sometimes the better way of managing conflict is preventing it.

Setting out some polite ways of working together - at the beginning, can help to deal with conflicts and issues that are sure to come up during the life of the work. Having strategic buy-in, terms of reference for the work and an escalation process for issues, can help to prevent conflicts and issues derailing the work. Without planning for conflict and issues will mean that no one will be clear on what to do when it occurs, and this can be catastrophic for change management work

Conflict resolution can be an opportunity for growth. Encourage change agents and stakeholders to view conflicts not as roadblocks but as chances to innovate and improve. By promoting a culture of constructive criticism and open dialogue, you can turn conflicts into catalysts for positive change. Consider establishing a dedicated conflict resolution mechanism that ensures disputes are addressed promptly and fairly.

Change, by its very nature, comes with differing opinions, interests, and preferences. It's a breeding ground for conflicts and issues, but it's how we handle them that truly defines our journey. ?? Change agents and stakeholders should be vigilant in spotting conflicts before they escalate. Open dialogue is our lifeline. ??? Language matters. Employing constructive and respectful language is our compass through these turbulent waters. It also fosters an atmosphere of mutual understanding. ?? Focusing on facts and common goals acts as our North Star. Change management isn't just about what we change but how we navigate the changes.

Absolutely, celebrating success and recognizing even small steps can be powerful motivators. Acknowledging and appreciating the efforts of team members and stakeholders can foster a positive and encouraging environment, making it easier for everyone to embrace change and adapt to the new normal. Celebrating achievements is a key component of effective team building and change management.

Team building and 'bonding' accelerates when teams celebrate success. Change agents need to give other stakeholders recognition for even small steps taken as it encourages others to yearn for the same. Acceptance of the new normal through change becomes easier when one is celebrated.

It all about ‘feeling valued’. Whether that is in the context of being part of a team or a larger organisation we are get a lot of motivation on being recognised. Even just being told you are doing a good job goes a long way in taking pride in your work and motivates you to do even more for your colleagues and the wider organisation.

Dear @Maarten Beekman, I love your comment about change management and embracing conflict. I would add that embrace conflict early on. I, too often, have seen teams waiting to manage conflict, and this has the risk of creating a toxic working environment. We judge ourselves with our intent; People judge us with our actions. Do not wait when you see conflict; Put it on the table and accept feedback.

We should stop and allow our team to celebrate each success, by doing this we strengthen a bond , a team is a network of bonds , we must pay attention to this.

Effective change management requires organizations to carefully evaluate and select appropriate change strategies based on their unique context, leadership structure, and the specific challenges they face. Managers play a crucial role in facilitating change by acting as intermediaries between sponsors, stakeholders, change agents, and employees, ensuring that communication flows smoothly and that everyone's concerns are addressed. Similarly, change agents must have a clear understanding of their roles and responsibilities, as well as the skills needed to plan, design, and execute change strategies successfully. This coordinated effort is vital for achieving meaningful and sustainable organizational development.

Team celebration is hell important as it's the way of recognising team efforts . Need to recognise every single person who contributed in achieving a collective goal.

First, we can't have the mindset that Change Agent and Stakeholders are different "personas". They might have different roles in change intitiatives but in the heart of change vision they are the same personas. The ones that have the same challenges in handling the change. In knowing this in mind, then we can move on on how to close the capability and mindset gap between the stakeholders and Change Agents roles, because one of the ideal goal of Change Management is to make every stakeholders to be Change Agents.

Connecting strategy to targeted goals is another key factor. Often, expectations are heavily weighed during change initiatives. The challenge with this is… expectations are subjective (i.,e what one person thinks is important may not be doable). Therefore, it’s important to ‘right-fit’ initiatives to set targets by assessing for relevancy, need and fit. Answering the questions what are we trying to achieve and why is it important. This approach streamlines communication, mobilizes the team, increases collaboration, and aligns stakeholders and change agents.

Organizations should spent time and energy in selecting the right change agents as I mentioned above. These are not always the Heads of Departments. The best change agents are people who are passionate about change, who are being recognized in the organization as "enterprise leaders", who can build trust and rapport and who are great communicators. In my experience these are people with a well-developed EQ.