How can you use data and evidence to persuade stakeholders to support change initiatives?

Stakeholder mapping is a critical first step. Identify your stakeholder and then map them according to simple categories, one you think supports it, or may be fence-sitters or could be any other classification. Your change content needs to be customized to their needs and emotions. Spend time with them understanding What, why, and how of change impact. Co-create change strategy and build a network of champions who can help them take it further.

Leverage data and evidence to persuade stakeholders by presenting compelling, quantifiable benefits of change initiatives. Use concrete examples, case studies, and metrics to demonstrate positive outcomes. Align the data with organizational goals, emphasizing the strategic advantages and long-term impact of the proposed changes to build consensus and secure support.

I agree it is important to complete a staheholder analysis. However, I disagree with the approach to focus more on influencing high power groups. It is a good place to start with the stakeholders most impacted in addition to those wielding power. For example in a transformation project if an organization focuses only on the executive leaders and not as much on the end users the change management efforts could start with a bang, but will fizzle without the support of the end users. The actual users of the system/change when they are elated and supported can truly make it a win win for all concerned. Focusing on the most powerful may appear to be a shortcut, but doesn't always result in successful long-term adoption.

When getting ready to address individuals who are key players it is imperative to know who they are, where their interests lie and what is most important to them. It can be a turn off when you are addressing stakeholders on a matter that is not what they are focused on. A key way to guarantee buy-in is to know who your audience is.

The Mendelow Matrix is a tool I use to identify stakeholders based on their level of interest and influence: 1. Identify Stakeholders: List individuals or groups involved in or impacted by your project. 2. Assess Influence: Determine how much power or influence each stakeholder has over the project. 3. Evaluate Interest: Gauge each stakeholder's level of interest or concern in the project's outcome. 4. Plot on the Matrix: Place stakeholders in the matrix quadrants based on their influence and interest. 5. Plan Engagement Strategies: Tailor your engagement approach and communication frequency according to each quadrant, focusing more on high influence stakeholders and varying levels for others.

DataGovernance is a important dimension in today's organizations, even so the majority of firms does not steward their data. This lack of data - organizational structure leads to bad data engineering , and this phenomenon is fueled by bad Data sources choices. There are internal and external data, and you have several frames and methodologies to use it, but if you do not design the objective of the data use, you can have a very bad result. #GarbageInGarbageOut

Drawing from my extensive experience, I have come to the unwavering conclusion that effectively communicating data to stakeholders in a language they comprehend is paramount to achieving successful change initiatives. Data, when presented in a clear, concise, and understandable manner, has the power to inform decision-making, foster trust, and ultimately drive positive outcomes.

I enjoy incorporating surveys in gathering data that will aid in improving systems, the way I do work and the overall organization. It’s also good to ensure that the surveys don’t skew the data but rather provided objective information. Also on the matter of relevance, all data is useful but all for the same reasons.

For any one that has participated in any systems implementation - you have heard the rallying cry - master data. The same holds true when building use cases or providing communications - make sure you "scrub" and that the data passes the common sense test. The audience needs to trust the analytics behind the data.

Incorporating these diverse data sources into the change management process enhances the depth and breadth of insights available to decision-makers. By leveraging a combination of quantitative and qualitative data, organizations can develop a comprehensive understanding of the current state, anticipate potential challenges, and make informed decisions to guide successful change initiatives. It's important to approach data collection and analysis with a strategic mindset, ensuring that the selected data sources align with the specific goals and context of the change effort.

Depending on your audience some would like graphs, others tables (have them as backup if you want) but all of them likes a good story telling. Build a story with your data that can drive the audience; take it form the abstract world of data into a real example that can make them understand that the facts that you are showing and how they are part of their real life. Gen AI can help you build it, at the end is a language expert tool that can help you build a coherent story based on your knowledge and data.

This element is crucial: “You may also want to use different tones, such as factual, emotional, or motivational, to appeal to the logic, feelings, or values of your stakeholders.” Humans are ultimately swayed by emotions. Facts tell a story, but feelings seal the deal. So I’ve found it’s essential to find the feelings needed for each stakeholder and then to use more exciting emotional messages with some, and more warning-oriented appeals for others.

Early in my career, as soon as I got a grasp at how to gather, use and position data, I became somewhat obsessed! In a previous role I had taken over, I continued the function of sending daily performance reports to upper management. The numbers were all there, and they were clear, yet I often got questions. The idea is that these numbers are to help identify shortcomings, successes and validate improvements, yet they raised more questions than answers. Effectively driving chage using data requires a true understanding of the non quantifiable aspects behind those numbers and understanding the difference and gap is essential. Data alone should not be interpreted as fact and the honest analysis to accompany data us key to success.

Here are some examples of tailoring data messages to different stakeholders: - For senior executives: Focus on the big picture and the overall impact of the change initiatives. Use high-level data and visuals that are easy to understand. - For technical experts: Provide more detailed data and analysis. Use technical jargon that is appropriate for the audience. - For frontline employees: Use storytelling and case studies to illustrate how the change initiatives will impact their day-to-day work. - For customers: Focus on the benefits of the change initiatives for them. Use data to show how the change initiatives will improve their experience.

Understand your audience - what message are you conveying - tell them, tell them again and close with what you told them! Put yourself in the "seats in the stands" - what do you want your end user or customer to take away. Avoid stating the obvious and spending time proving the analytics - folks already know that.

Objections and challenges from stakeholders are good. They encourage a dialog. We prepare the evaluation of several options using scoreboards. These scoreboards enable us to compare and contrast the performance of options and explain our reasons for recommending a particular solution. We may adapt this solution as a result of the dialog with stakeholders.

Prepare for objections. Also know that objections don’t always mean that your information will be rejected. Sometimes objection just means there needs to be more clarity that can easily be fixed with additional explanation or even a different way of explaining the same concepts or data. A good practice is to use practical examples to support the explanations or information being provided.

Change managers need to be aware of the objections and resistance that might come in from all internal and external stakeholders owning to their mindsets and also their comfort to the existing systems. Customer leading the change or driving the process is a rare phenomenon today. If a change has to be effectively implemented, there has to be a mix of strategy that dissolves the existing comfort of the stakeholders there by forcing them to try the new environment without affecting the associated through put

Evidence-based change isn't just about spewing numbers. It's about telling a story. Data is the rising action, the conflict, and the resolution. Leverage data to create those compelling narratives. Show how customer satisfaction ratings spiked after a similar change. Illustrate how a small operational tweak led to massive savings. Challenge the status quo. Spark debates. Remember, it’s not about winning the argument. It’s about transforming the way we think and act. So next time you're advocating for a change, don't just share data. Tell a story.

Approach objections with empathy and understanding, acknowledging the stakeholders' perspectives and concerns. Actively listen to their objections and seek to clarify their underlying fears or uncertainties.

Here are additional tips: - Be open to adapting and improving your change initiatives based on feedback and data. Show flexibility in addressing emerging challenges and demonstrate a willingness to learn from experience. - Keep stakeholders informed about any changes or adjustments to the change initiatives. Provide clear explanations for decisions, openly address concerns, and maintain a transparent and trustworthy communication approach.

If you would like feedback again, you must build a communication process with your stakeholders, they provides you input, so they expect feedback as well. To maintain a good relationship it is important to follow up from the beginning to the end and be thankful for their implications.

I always like to share who in the organization or from the lowest level of operations or processing that participated, reviewed and vetted the data. Nothing is worse than the executive or senior leader asks you if you "ran this by" there trusted resource and you did not.

When you’re assembling data and evidence for stakeholder buy-in, recall the dullest presentation you’ve ever endured - and then do the exact opposite. Ditch the data overload for impactful nuggets that resonate, ensuring your message is informative and impossible to ignore. The goal? To transform those dry stats into a compelling story that turns even the toughest sceptics into avid supporters.

Make sure to highlight wins and successes, and build milestones into the program that can be celebrated as an entire company to help foster a community spirit.

Celebrate success, share progress, highlight challenges, identify roadblocks, "ask" for help as needed. Great ideas and suggestions often park on the side of the road and never get to the final destination.

One thing to remember is that beyond speed, savings, and streamlining, it's still important to say that the proposed change will make things better. That sounds like stating the obvious, but added value is meaningful to everyone. To customers, it may be lower costs or a better experience. To other stakeholders it may be improved relationships. To employees it may be better results with less effort. To leadership it may be long-term sustainability or strategic advantages. You can't just assume the data speaks for itself; you need to say it is a qualitative improvement.