How do you balance the competing demands and expectations of change leaders and champions?

a) In my experience, defining clear roles and responsibilities avoids confusion and overlapping tasks between leaders and change champions. b) In a previous project, we created a detailed organisational chart that specified the functions of each member, ensuring efficiency and accountability. c) This clarity helped keep everyone aligned and focused on their specific tasks, improving collaboration and the effectiveness of the project.

Change leader- Responsible for driving the change initiative at strategic level, provide direction, resources and support Change champion- Advocate and influencers who champion change initiative at operational level While the change leader is responsible for defining the vision, goal and strategic objective, allocate resources, budget, set overall direction and monitor progress. The change champion is responsible for communicating the rationale benefit and expected outcome for change, address concern, resistance and barriers to change We have to ensure that goal and objective for both should align with overall vision strategic priorities, further foster culture of mutual accountability by facilitating regular communication collaboration

Considero que para equilibrar las demandas y expectativas competitivas de los líderes y campeones del cambio, adopto un enfoque estratégico centrado en la comunicación clara y constante. Busco alinear las metas y expectativas de ambos grupos, fomentando la transparencia y la colaboración. Además, priorizo la flexibilidad y la adaptabilidad para ajustarme a las cambiantes demandas del entorno empresarial, asegurando que las estrategias de cambio sean eficaces y respaldadas por todas las partes involucradas.

These are the strategies that served me well on this - Define different phases and then define for the present phase the roles and responsibilities. - Clearly communicate those roles and responsibilities will may change so as to be reviewed prior to the following phase. - Do proper alignment of roles and responsibilities and make them documented and share that with the key stakeholders.

Clearly defining roles and responsibilities for change leaders and champions is crucial. It ensures accountability, streamlines efforts, and minimizes conflicts, thereby enhancing the effectiveness of transformation initiatives.

These strategies served me well on this. - I review the vision and the goals and identify different disconnects or misalignments. Many leaders do not do this step which leads them to a major failure at a later stage. - I raise those disconnects and misalignments to the related stakeholders and propose solutions. I never raise without 2 - 3 candidate solutions. - Someones there is no solution, but I tag them "To be Found on the way". Then also included that as one of the risks in the project, and I review them regularly with status "to be reviewed". - Identifying those disconnects may often put the senior leader in uncomfortable situation, so dont forgot to use your soft skills.

Define clear performance expectations, as well as incentives that reward actions aligned with driving desired outcomes, fostering a culture of accountability.

Aligning the vision and goals of a transformation ensures that change leaders and champions are united in purpose, fostering a cohesive effort towards achieving strategic outcomes and enhancing organizational commitment.

Aligning around a common vision is a big challenge for most organisations. Communicating the ambition and objectives of the transformation program might not be enough. I usually try to solve this issue by having a joint review session at the end of the discovery exercise. In many cases, workshops and interviews are conducted by "siloes" (Marketing, Sales, etc.). The joint review session gather all those stakeholders in one session to discuss the findings. For me, the purpose is twofold: 1) It is a way of validating the findings, remove un-clarities, complete missing information, etc. 2) It is also the forum for stakeholders to start discussing and agree on a common vision. Obvious example? Marketing and sales on lead management.

I begin by facilitating open dialogue to understand the diverse perspectives and priorities of each stakeholder. Through collaborative discussions, I seek common ground and identify overarching objectives that resonate with all parties involved. I ensure clarity and consensus around the overarching vision for the change initiative, articulating how it aligns with the strategic goals of the organization. By fostering alignment of vision and goals, we can build a shared understanding and commitment among change leaders and champions, driving cohesive efforts towards successful change implementation.

I would provide them with the necessary resources, guidance, and autonomy to lead effectively. This includes offering training, mentorship, and access to expertise to enhance their capabilities. I create a supportive environment where they feel valued, motivated, and empowered to drive change. By fostering a culture of empowerment and support, we can enable change leaders and champions to navigate challenges confidently, leading to more effective and sustainable outcomes for the business.

These are the strategies that served me well on this - Identify the interests of Change leaders and champions - What are the gaps/conflicts between their interest. - A resolution between those gaps/conflicts. - Add power empowerment to the change champions and accept when they are wrong. Allow them to take risks. - Support them to survive in the organizational politics, to ensure they are not slowing down or losing motivation. - Organize monthly review sessions and monthly steeerco meetings for empowering and providing proper directions as well. Don't use these meetings to scold the champion.

Empowering change leaders with authority, resources, and recognition not only boosts their effectiveness but also fosters a culture of accountability and innovation, essential for successful business transformation.

Publicly recognize their efforts through awards or testimonials, and tie performance incentives to the successful implementation and outcomes of their initiatives, motivating sustained commitment and excellence.

Build trust and rapport between leaders and champions. Encourage regular interaction, team-building activities, and open communication to foster a collaborative spirit. Provide champions with essential resources—training, coaching, data access, and recognition programs—to keep them motivated and effective. Embrace the understanding that change is a journey, requiring patience, persistence, and adaptability for long-lasting success.

In my experience, I facilitate regular forums and meetings where change leaders and champions can come together to share insights, discuss challenges, and align strategies. I leverage collaboration tools and platforms to facilitate ongoing communication and knowledge sharing among stakeholders. By fostering an environment of open dialogue and collaboration, we can harness the collective expertise and perspectives of change leaders and champions, driving consensus and alignment towards achieving shared goals.

These strategies served me well. - I prepare the stakeholder mapping and develop a communication plan for that. - Distribution of regular communication based on the stakeholder mapping. - Organize monthly progress review meetings to get the clarity and support to overcome the obstacles. - Organize the steerco meeting to get the right support, empowerment, and encouragement from the senior stakeholders, and leaders to set the direction right.

Fostering collaboration and communication among change leaders and stakeholders builds trust and ensures everyone is aligned and supportive of the change.

Involving both the change leaders and champions group early is important in planning stages of change initiatives. This collaboration ensures that both strategic and operational perspectives are considered, leading to more comprehensive change strategies. With that defining clear responsibilities also help a lot. Clearly outlining the roles and responsibilities of change leaders and champions prevent overlap and confusion. This clarity helps in understanding how they can support each other in achieving common goals.

We believe that a collaborative culture is the bedrock of successful transformation. We facilitate regular cross-departmental meetings and use collaborative tools that enhance transparency and collective problem-solving. Encouraging open communication helps us leverage diverse perspectives and leads to more innovative solutions. This approach has been instrumental in building a resilient team that can tackle the complexities of change together.

These are the strategies that served me well. - There are no straight lines between the present and the goal. - Goal is to find the right way, not the best way. Often best ways are not the right way for a company. The right way is company-specific. - Train the skillsets of restless innovation in the organization or at least on the transformation team. And them make this as core of the culture. - Focus on the result which will bring benefit for the shareholders. This always ensure to right budget get approved on the transformation journey.

- Business transformation is like navigating a winding road; it's essential to stay flexible and ready to change direction based on new information. - Being open and transparent with your team helps build trust and keeps everyone aligned with the transformation goals. - Involving stakeholders in decision-making ensures diverse perspectives and can lead to more innovative solutions.

- Business transformation is like navigating a winding road; it requires constant adjustments based on real-time feedback and data. - Flexibility and agility are key traits for change leaders to effectively manage and capitalize on evolving situations. - Open communication and involving stakeholders in decision-making foster a sense of ownership and enhance the success of transformation efforts.

Even after planning, things may not go as we planned. There will be a lot of pivoting required as the change management team goes on with their journey. This means the change leaders need to be flexible, agile and resilient to cope up with the changes and pivot as and when needed. Again, communication becomes crucial in decision making and evaluating what's the best way forward.

Adaptability in business transformation is non-negotiable. Several well run companies use a 'transformation dashboard' that provides real-time data on various aspects of the change process, allowing them to make informed decisions quickly. Regular 'pivot meetings' are held to discuss if a change in strategy is necessary based on the latest data and feedback. This agile approach ensures that they remain flexible and responsive, enabling them to adjust their strategies effectively to meet the evolving demands of the market and the organization.

1. Recognize and address change fatigue 2. Address potential risks proactively. 3. Foster a culture of trust 4. Adopt a structured change management methodology 5. Invest in training - leaders for managing change and team members on new skills required to adapt to this change. 6. Lastly, be sure to celebrate wins, however small they may be.

I know it sounds silly, but custom shirts for the change champions can be a nice means of recognition instead of all virtual. I mean nice shirts that people actually like. Plus survey for their color preferences and get their sizes right. Yes it's a big admin exercise.

Manage Pace and Scope, taking in consideration the individual uniqueness. While change leaders seek rapid progress, champions require time for momentum and addressing concerns. Collaborate to establish a realistic timeline, celebrate small victories, and remain flexible in the face of unforeseen challenges. Together, adapt the plan for sustained long-term success—a journey where acknowledging individuality transforms challenges into triumph!

Here are the situations, in which I have learned the lessons. If you use them you will significantly improve your success rate - Mange up, down. Yes, it's hard that's why only take the champion role if you are ready with a skillset. - Manage the budget and always estimate at least 6 - 12 months ago for the next budget requirements and keep that in the priority list for the change leader. - Measure the outcome communicate/market to the stakeholders, and give credit to the change leaders for their support. - Politics often creates the biggest obstacles, so keep a good eye on the political landscape and play according to the opportunities, feasibility

One often overlooked aspect is the emotional journey involved in transformation. Acknowledging and addressing the human side of change can significantly impact the success of any initiative. Integrating a 'change resilience toolkit' that includes resources like stress management workshops, peer support groups, and communication forums where employees can express concerns and seek advice might be one of the ways to address this aspect. Recognizing and supporting the emotional well-being of change leaders and champions enhances morale and strengthens overall commitment to the transformation goals.