What do you do if your problem-solving abilities are not being recognized in Change Management?

As a change management expert, I advise showcasing your problem-solving prowess through quantifiable achievements. Highlight the tangible impact of your solutions, such as time saved, costs reduced, or quality enhanced. Reinforce your credibility with testimonials from stakeholders and sponsors who have witnessed your ability to navigate complex challenges. Incorporate these accomplishments strategically in your resume, portfolio, and performance reviews to demonstrate your value as a change agent. By articulating your problem-solving successes with metrics and social proof, you'll position yourself as an indispensable asset in driving successful change initiatives.

Communicate your skills and contributions: Make sure that your colleagues and superiors are aware of the specific problem-solving skills you possess and the value you bring to change management efforts. Seek feedback: Talk to your colleagues, including project team members and stakeholders, to understand their perspectives on your problem-solving abilities. Collaborate and engage with others: Actively engage with colleagues and stakeholders involved in change management initiatives. Seek developmental opportunities. Consider a conversation with your manager: If you genuinely feel that your problem-solving abilities are being overlooked or undervalued, it may be worth having an open and honest conversation with your manager.

How I feel is that Problem-Solving abilities are basics, Problem-solving Strategies are the key to get yourself recognized and valued in case of change Management. Trying to prove your capacity is not helpful to get attention but demonstrating your strategies makes leadership come to you to buy any of the skills you offer. Measurable achievements are only supporting evidence, Strategies are key.

Showcasing your achievements is a powerful way to underscore your problem-solving capabilities and illustrate the impact you have had on change initiatives throughout your career. By emphasizing tangible outcomes and results, you provide concrete evidence of your ability to drive positive change and deliver measurable value to organizations. Highlighting your achievements not only demonstrates your problem-solving prowess but also enhances your credibility and distinguishes you as a high-impact change management professional.

Focus on delivering true value, showcasing the best solutions in a way that clearly demonstrates your expertise and problem solving skills. Don't waste your time on marketing your efforts. Market the solutions instead, and make your contribution visible.

In my experience, I've seen the perceptions of value-add can often diverge from person to person. By actively seeking to understand what "good" means to those we work alongside, we foster a culture of mutual understanding and respect. This approach allows us to align our efforts with the expectations of our peers, resulting in more effective teamwork and, ultimately, the recognition we deserve for our contributions.

To foster open communication and easily seek feedback, start by creating a welcoming environment where thoughts are valued. Regularly schedule brief check-ins or feedback sessions, encouraging honesty and constructive criticism. Use clear, concise language to express your desire for growth. Be open to receiving feedback without defensiveness, acknowledging inputs with gratitude. Offer reciprocal feedback to build trust. Leverage tools like anonymous surveys for candid responses. This approach ensures a culture of continuous improvement and open dialogue, enhancing personal and team development.

Para aportar sobre la pregunta, habría que preguntarse esta pregunta: ?La persona fue escogida por su perfil por parte del líder de la gestión del cambio o la persona se ha autoinvitado en particular en ese proyecto de cambio? Si se considera la primera parte de la pregunta, la respuesta estará en el cumplimiento de resultados y expectativas en función de lo que dice el candidato que debería desarrollar para los objetivos de la gestión de cambio. En la segunda, si se tiene la experiencia y competencias presentarle al líder de Gestión del cambio en una sola hoja, cuál sería el aporte considerando el problema abordar, las variables que intervienen supuestamente, el esquema de acciones a desarrollar y los resultados esperados.

In my experience, understanding your client’s or organization’s expectations and needs around Change Management is key to establishing a healthy and productive business relationship. When it comes to problem-solving skills, we all have our personal touch and I believe that there is no perfect formula to get 100% buy-in of all your great ideas, though having a customer-centric approach and asking for feedback, will help you build trust and strengthen your confidence to take on more complex challenges.

Seek out feedback from team members and the project sponsor. Schedule time with team members, share upfront the intention of the meeting. Prepare yourself ahead of these conversations to listen openly to their feedback, then during the meetings ask open-ended questions, avoid confrontation, or trying to resolve the issue(s). Following these conversations take time personally to digest and reflect on their feedback. Share the feedback with your mentor or project sponsor, and discuss potential resolutions, learning/skill development, or practice you may need. Select 1-2 of the most important changes to make and implement them. Track to see if the changes improved your outcomes as a problem solver.

Well, I believe that one can't be genuinely successful in change management if this job is done for rewards. It is about walking the talk - hence I would say sharing our insights, our knowledge and learnings from our successes and failures are essential. However - I don't believe that communicating and sharing more is a solution. It is about ensuring your insights are understood so that others can reflect on them. In other words, it is about making other people think, reflect, and try the change...

In general withing a change management environment it is important to be part of the change. This means that the participation should be active in bringing ideas and compiling the way forward.

It makes sense to build an active and supportive network. Share and show your expertise in this network. This way others will also recognize that you are a valued expert.

Second important is to share your insights and ideas. Also this demonstrates your communication skills. And, by sharing this, you integrate others which are involved in the same change management process. This creates transparency. Finally, decide about the channels: is it a webinar, a live training session, blogs, videocasts, podcasts or even share it on community or network events. At the same time, you get credibility from a wider community than only your peer group.

While sharing your ideas is a positive step, it alone may not lead to recognition. Demonstrating your problem-solving abilities through clear rationale, thoughtful decision-making, and strategic thinking is key. This approach not only showcases your skills but also sheds light on why some may overlook your contributions through their contributions to ideas and their rationale - acting almost as a two in one approach.

Advice or Suggestions are not as welcome as they used to be, one of the reasons being the Tunnel Vision which has swept most organizations, although this thought might be radical but if you want the world to appreciate your contributions, the best way is to show that you can solve problems. Finding something as simple as implementation of Google Drive or use of Data Analytics to showcase performance can probably highlight your skillsets and clear your path to present your thoughts, but it has to be a simple but recognizable achievement. I often find problems can be solved by simple answers, so look for the simplest solution and it may open new pathways.

In my experience, every organisation has challenges in how they operate, whether these are down to organisational culture, the industry and perhaps regulatory framework in which the company operates, or commercial pressures or whatever it might be, which makes certain company processes run sub-optimally, yet nobody has the time to really look into it. Identifying some of the most valuable challenges to solve for an organisation and then volunteering to solve them can be a great way to show initiative and proactivity.

Desde los 17 a?os, (década de los 70) he estado en procesos de contribución a la sociedad como voluntario, en procesos de alfabetización de adultos en barrios, desarrollo de una red de autoestima en barrios/núcleos campesinos (Venezuela) /inclusión en el ámbito laboral de migrantes en Espa?a. La primera competencia es tener la persistencia es mantener el mismo ritmo y la intensidad en la acción, la segunda competencia, es dar el conocimiento que se tiene para el beneficio del otro y la tercer competencia, dar al otro lo que tú quisieras que te dieran, si tú estuvieras en esa situación del otro.

In one example from my work experience, we had late and missing materials from a vendor that was causing some major satisfaction issues with a premier client. In volunteering to take the lead utilizing solid problem solving methods with the help from my process improvement engineers, other company stakeholders, and the vendor, we were able to put our problem solving skills to work, understand the root causes of the issues, train others through the process, and create sustainable solutions. Working on the issues that are important to upper management provided the opportunity to demonstrate those skills, receive recognition, reinforce the need for stronger problem solvers in the company, and positively impact the company’s bottom line.

Sharing from my experience, I have seen that the following traits help immensely if you want your skills to be recognized: - Persistence - Demonstrate/showcase how your problem-solving methods positively impacted a situation. - Build/Join a tribe of like-minded people who will help recognize your potential

In a change management programme, collaboration and problem-solving go hand in hand. Change initiatives impact many stakeholders in different ways, so this is why it is essential to work with others and elaborate on what needs to be done to make the change stick. This is also the beauty of the profession; change managers come from so diverse walks of life, academically, culturally or professionally, so bringing everyone’s brains together can work magic on solving problems!

Collaborating in managing change is a double edge swords. Don't be too easy to throw the word "collaborate" around just because it was the 'word of the day' in Change Management (CM) space. Also no such thing as a fix solution for CM, this why collaboration should be more into co-creating and iterations. So don't collaborate for the sake of finding solutions but do that to find ALTERNATIVES SCENARIOS of solutions, because it will implies that you're willing to actually EXECUTE the solutions and iterate on it for improvements.

Collaboration must be a foundation approach, for any business, or strategy of a business, to be successful. What business does not, in some way, require a collaborative approach? My professional perspective stems from many years in the community and social services sectors. In the community and social services sectors we need to go beyond collaboration and embrace co-design. Services that are designed and developed by and with the people who use them have a much higher success rate.

Effective collaboration in change management initiatives hinges on three critical actions. Firstly, transparent communication is essential. It's important to keep everyone informed about the changes, setting clear expectations and establishing feedback loops to ensure all voices are heard. Secondly, inclusive engagement of all stakeholders from the onset ensures that diverse insights are considered, aiding in the development of strategies that are more likely to gain widespread acceptance. Lastly, support and adaptability are key; providing resources to navigate challenges and emphasizing flexibility helps teams adjust to new developments more smoothly. Together, these actions foster a resilient environment conducive to successful change.

a mejor forma es la demostración de conductas de entrada 1.??? Humildad. 2.??? Capacidad de trabajar con las fortalezas y no con las debilidades. 3.??? Brindar continuamente el apoyo en las áreas que se son fortalezas.

Change management is positively correlated with continual improvement and the genesis of that, is structured problem solving approach! In the arena of quality, it is stated that multiple derived solutions are to first go for trial implementation, regularly monitored over a period of time to see if the intended outcome is attained. If not the circle is to be repeated till the Big "Y" is attained. Still there will always be a lapse, it should be expected, thus streched target is good but unreasonable target setting should be relooked. It's an indication that either the approach is incorrect or problem is not deciphered accurately. Last but not the least, do not get demotivated!

Start change at yourself. Develop small steps and implement changes in some problems that you face in common with the team members. Monitor and measure the results, and with a nice and kind way make the results be noticed by your colleagues and decisionmakers. Do not give up, be patient, stay calm, keep on working hard, and as long as you believe in your abilities, as long as you present proofs, exhibit results it will be noticed in the long run and your efforts will pay off.

Do you really have good problem solving skills, or do you think you do? Ask peers with whom you have worked and what they think of your problem solving abilities, ask for the good and the bad. Ok, now you know a bit more where you stand, and probably which action to take. Next, discover if you solved a problem worth solving? Start talking to team members and representatives from the population who are affected by the change (what are the biggest problems need solving) and close the conversations with the problem you have solved. Take note of their reaction, because there is the key. Great feedback, present to the team together. Was it a problem not worth solving, move to the ones which were mentioned and try again.

A lot has been said already so I will look on this from a slightly different angle. Let’s ask why efforts are not being recognized? This could be a deeper problem within the team or even organization’s culture. It is Lead’s responsibility to see each member’s contribution as not everyone would go and loudly articulate their achievements. We need to bear in mind that for example some people are introverts. They may put a lot of effort and add significant value but at the same time shy away from “bragging” about it.

Problem solving is demonstrated, not stated. Start by actually solving issues. You probably need to start with relatively smaller items, and then gradually work your way up. You will find that as people see your results, they come to you to solve more issues.