How can you help leaders identify the risks and benefits of change initiatives?

é importante Identificar Fatores de Risco - Com base em várias pesquisas, identifique vários fatores de risco de execu??o que podem afetar as iniciativas de mudan?a. Esses fatores de risco geralmente lidam com três áreas: disponibilidade de recursos críticos, comprometimento e alinhamento dos stakeholders, e resistência emocional, cognitiva e social.

Podremos ayudar a los lideres comunicado claramente cuales son los objetivos y motivaciones para promover el cambio. En función de los objetivos, trabajaremos en definir cuales son los beneficios que se pueden lograr a corto a medio y a largo plazo y los riesgos al accionar cambios. A partir de ahí realizar un plan de acción con varias estrategias operacionales y tacticas para accionar los cambios y también valorar como minimizar riesgos e impactos que puedan sucederse al promover el cambio.

Good points provided. I would begin by asking the leader their experience with prior change programs. I would use that to explore what worked and what they would change to improve the chance of success.

Every organization and company should have the necessity for change as an non-negotionable value and foundational praxis in its ethos. Decisions to change, and risk, the consequence thereof, can be understood and identified but cannot be controlled. As Peter Drucker said: ”The future requires decisions-now. It imposes risk-now. It requires action-now.”

Assisting leaders in identifying the risks and benefits of change initiatives begins with a thorough assessment of the current situation. Think of it as taking a snapshot of the landscape before embarking on a journey. Understand the existing organizational culture, structures, and processes. Use surveys, interviews, and data analysis to gather insights from employees. This assessment provides a foundation for leaders to comprehend the context in which the change will unfold.

Na minha experiência a ferramenta SWOT e ganhos e perdas podem servir para avaliar os riscos e benefícios, inclusive conhecendo os sabotadores. Só sendo ciente de toda a situa??o poderemos conseguir o compromisso de mudan?a.

Once the situation is assessed, help leaders evaluate the risks and benefits of the proposed change initiatives. It's like weighing the pros and cons before making a decision. Identify potential risks such as resistance from employees, disruptions to operations, or financial implications. Simultaneously, highlight the benefits such as improved efficiency, increased employee engagement, or enhanced competitiveness. Utilize data and scenarios to quantify and qualify these aspects, offering a comprehensive view of what the change may bring.

Sometimes, the biggest risk to a successful change initiative roll out is the leadership itself. Some leaders underestimate the emotional impact of change on their teams. They also under communicate, believing strategy is clear. Coaching can be an important tool in these circumstances, helping teams understand, feel part of and support change initiatives.

Regarding Benefits: Inspired by my sales tour - with visits to the top management of 20 very different companies - together with @Mikael Trolle, co-author of the strategy book "Dreams and Details" in good company with Jim Hagemann Snabe, former Co-CEO of SAP, chairman of the board of A.P. M?ller–M?rsk: Identify and select the 2 (two) or at most 3 (three) Key Critical Enablers/ Efforts and ensure that each & every manager/ leader spends 40% of her/his time facilitating, following up and sharing progress on these vital areas/ matters...

Quien no arriesga no gana. Esta famosa frase es una de tantas verdades a medias ?cierto? ya que, un líder responsable jamás arriesgará a ciegas. La base de la innovación, y tambiémn de muchos cambios, consiste en tomar decisiones valientes, hasta cierto punto arriesgadas, dentro de un margen razonable de costo-beneficio. Muchas veces nos olvidamos de una de nuestras mejores herramientas ante este tipo de situaciones, nuestra intuición, que no es más que el cúmulo de nuestros conocimientos, capacidades y experienci, y muchas veces, tendemos a infravalorarla. Otra sugerencia, que no por ser simple es menos poderosa, es "tocar base" con tu equipo, ellos están en contacto directo y constante con los clientes y tendrán opiniones muy valiosas.

Apoiar a lideran?a a lidar de maneira eficaz com o estresse e a incerteza da mudan?a, e ainda, ajudá-los a manter os altos níveis de produtividade nao é uma tarefa fácil. Munir esses líderes com boas estratégias ou sistemas, n?o é o suficiente. O desafio principal é ajudar a trabalhar o comportamento, ou seja, o que as pessoas fazem, e as necessidades e vantagens em alterar o que elas fazem. O quanto apoiamos esses líderes na gest?o emocional. Somos capazes de entendê-los? Como abordamos esses relacionamentos cruciais? O sucesso envolve interagir efetivamente com eles para atingir o que se deseja.

Resistance is a natural part of change, and addressing it is crucial for successful implementation. Help leaders anticipate and understand sources of resistance, which is akin to preparing for challenges along the journey. Develop strategies to mitigate resistance, such as effective communication plans, stakeholder engagement, and involvement in decision-making. Use technology platforms for communication and collaboration to create a space for transparent dialogue. Addressing resistance proactively ensures that leaders are well-equipped to navigate hurdles during the change process.

Work on your communication, create a compelling narrative that explains how the change aligns with the organization's vision and values. Address misconceptions and provide accurate information to dispel fears and doubts. In the journey, offer support and resources to employees who may be struggling with the transition and recognize that not all resistance is unwarranted, and adjustments may be needed. Addressing resistance to change is an ongoing process that requires a combination of effective communication, active engagement, and a willingness to adapt. Successful leaders approach resistance as an opportunity for growth and improvement rather than a barrier to change.

communication is key in driving change. because of nature and nurture our backgrounds are different so the way we assimilate information is different. This means when communicating change we have to put that into cognisance. have change agents that will have the time and the language to engage the resistors. humans basically will want to know what is in that change for them. and you need. once they can see how it will benefit them and buy into the change - you have them on your side! so that is why your communication has to be in different forms - virtual, video, articles, one-on-one engagements especially for union representatives.

Los cambios conllevan resistencia, es natural, el ser humano se resiste a los cambios por naturaleza, va en nuestro ADN, ya que nuestro cerebro está dise?ado para ahorrar energía ante potenciales peligros, del tipo que sean, y un cambio es un potencial peligro que nos consume energía. Existen varios perfiles o arquetipos interesantes a analizar combinando dos variables: la importancia del futuro para la persona y su creencia en la previsión estratégica: los creyentes, los escépticos, los resistentes y los autocomplacientes. Si sabemos identificar a qupe tipo de perfil corresponde cada persona de nuestro equipo podremos aplicar herramientas personalizables como ADKAR de una forma mucho más eficaz.

Too often I have seen leaders use ambiguous messaging. This creates mistrust and willingness to join the change journey. Leaders should rather be more specific of what is changing, expected results, what you need of the people, and how they can get involved and how they can learn more.

Helping leaders effectively communicate change initiatives involves equipping them with impactful communication tools. Storytelling, elevator pitches, and SMART objectives are excellent for crafting messages that clearly explain the rationale, process, and timeline of the change. These tools should appeal to the audience's emotions, logic, and values. Assist leaders in selecting suitable communication channels, determining the right frequency, and adopting an appropriate tone. Additionally, guide them to adjust their communication style to fit various situations and audiences. This tailored approach ensures that the message not only resonates with stakeholders but also motivates and aligns them with the change objectives.

Creo que en la comunicación ponemos demasiado foco en los DATOS. Y la realidad es que Lis datos pueden convencer, pero no movilizar. Lo que movilizan son las EMOCIONES. ?Que culturas es buena comunicando? Por ejemplo la estadounidense. ?Por que? Porque saben comunicar el dato pero poniéndole emociones. Por eso, creo que para estos casos, una de las mejores herramientas es el STORYTELLING (mas que el proceso formal de un SMART o un Plan Estratégico en detalle). Hay que ir más al WHY que al WHAT o al HOW (Golden Circle de Simon Sinek).

An often overlooked but a key part of the process is the ability to communicate the change and more importantly the WHY of the change. People are not persuaded by logic; they are moved by Purpose and values. And hence the leaders role is to understand: Why is this change required and What are the values at play which gives the organisation the conviction that this change is important and imperative.

La forma de comunicación del cambio es la antesala del éxito o el fracaso del mismo. Suelo sugerir a mis clientes, basándome en el primer capítulo de mi libro: "gerente del cambio" y que llamé intencionalmente: "humanicemos los cambios". Muchas veces nos ganan las prisas y ya lo dice el dicho: "vísteme despacio, que tengo prisa". El mensaje del cambio tiene que ser claro, convincente, conectar emocionalmente y memorable, por mencionar algunas de las caracteristicas más importantes del storytelling. Si logras que la gente entienda el motivo del cambio, habrás ganado más de la mitad de la batalla. Nunca subestimes el gran poder de una buena historia.

One great way to embed a learning culture in an organisation is to use experimentation within change programs. As a former management consultant, we used to run carefully crafted pilots with my clients. To do something in a smaller scale, test quickly and see what works/what doesn't, provides real life data any modeling cannot provide. This also involves people in a totally new depth, ensures the change program and following changes are truly bespoke to the organisation, and that stuff actually gets executed...not just planned. Organisations who try, test, fail, and learn are the ones who will be winning in the future because the environment changes more rapidly all the time and we must stay flexible and innovate to thrive.

We have to make the team understand that there is nothing called as "The absolute best". As you improve, the ultimate goal also keeps on moving as a mirage. Hence we have to keep on moving forward with the required changes anytime. The team also has to be galvanised to face the change management as an exciting exercise and to enjoy the thrill of achievements!

a Growth Mindset: Encourage leaders to foster a culture where growth and learning are valued, and challenges are viewed as opportunities. Implement Learning Cycles: Introduce iterative learning cycles that promote continuous improvement and adaptability.Adopt Agile Methodologies: Guide leaders to embrace agile practices, fostering flexibility and responsiveness.Nurture a Safe, Creative Space: Help create environments where collaboration and creativity flourish, and risk-taking is supported.Celebrate Team Efforts: Advocate for recognizing and rewarding team achievements, strengthening morale and commitment.Encourage Diverse Thinking: Bring in diverse perspectives and encourage inclusive dialogues to enhance problem-solving and innovation.

Sin duda hay muchas herramientas para ello, pero creo que para fomentar el aprendizaje, lo que realmente es clave es CREAR UNA CULTURA DEL ERROR. Fomentar el asumir riesgos y permitir el error. Un error sólo se convierte en fracaso, cuando no hemos aprendido nada de él.

This is perfect way to make any change easy to adapt. Creating a learners Mindset for the leaders or anyone for that matter. Understanding that each of us has an infinite learnability in us can create an attitude of wanting to learn and grow. It is also the easiest strategy to stay relevant.

As an executive coach, I'd stress the importance of storytelling in reviewing change initiatives. Beyond metrics, leaders should capture and share powerful stories of transformation and resilience. These narratives resonate deeply, inspiring the team, and embedding the lessons learned into the organization's fabric, truly celebrating the human aspect of change.

El propósito o visión debe ser algo firme en un ciclo de varios a?os. El lo que si debemos fomentar el cambio y adaptación constante es en la ESTRATEGIA para llegar a esa cima. Para ello es clave, que el líder fomente la participación, dinamicé adecuadamente las reuniones, provocando con preguntas y haciendo participar a todos en su justa medida.

The One thing I always encourage with my clients is to replace assumptions with questions. Traditional practices when preparing budgets, driving big change projects always considered a certain set of assumptions basis which conclusions were reached. But in bringing questions about what has not been considered - supports in managing change initiatives better.

Identificar os riscos e benefícios das iniciativas de mudan?a é uma tarefa complexa que requer uma abordagem estratégica. Seguem aqui algumas maneiras pelas quais eu posso ajudar os líderes nesse processo: ?Identificar Fatores de Risco ?Planejamento de Mudan?as ?Engajamento dos Stakeholders ?Gest?o de Recursos ?Apoio Emocional Lembrando que cada situa??o é única e pode exigir uma abordagem diferente. Portanto, é importante considerar cuidadosamente todas as variáveis antes de implementar qualquer iniciativa de mudan?a.

When engaging in change initiatives, it's vital to keep the reasons behind the change and the people affected by it in mind. Transparency is key; people can easily detect if you are being deceitful or inauthentic. Clear and consistent communication about the present and future is crucial. Involving people and being open and flexible to change direction, as well as supporting your team, is important. Change is a constant in life, and as leaders, you can help team members develop resilience. As Heraclitus wisely stated, 'The only constant in life is change.' Embracing this reality will empower you and your team/s to navigate change successfully.

Immerse Deeply: Dive into your organization's core, understanding its true essence and needs. Ignite Vision: Spark a passionate vision, illuminating the path of change. Embrace Risks: Face risks bravely, turning challenges into growth opportunities. Highlight Benefits: Shine a light on the hopeful, positive impacts of change. Harmonize Communication: Foster a chorus of diverse voices, listening and connecting deeply. Craft a Flexible Plan: Navigate with a plan that's both precise and adaptable. Adapt and Grow: Keep an open, learning mindset, ready to evolve as the journey unfolds. Balance Empathy with Strategy: Blend heartfelt understanding with strategic action, leading change with compassion and clarity.