Key stakeholders are resisting changes from evaluations. How will you navigate their opposition?

Clearly identifying some very specific interests of numerous stakeholders, and then looking for interests which can be compatibly aligned is a good starting point. Then identifying pain points of obviously conflicting interests from stakeholders, is another step in considering solutions to mitigate the pain points as the projects progress. Having a 3 way meeting early on with 2 stakeholders who are definitely opposed to each other, in order to start hashing out an agreed compromise, will reduce conflicts later on. It is important to keep *emotion* out of such meetings, and focus on ways to agree rather than to disagree.

Why do change initiatives fail? 1. They don't understand why a change should happen. 2. Leaders spend too much time “vetting” the decision. 3. Decision-makers focus on tactics rather than long-range goals. 4. Leaders fail to serve as champions of the change. 5. Too little optimism about future gains 6. A propensity to fix current symptoms 7. People take their eyes off the client. 8. Leaders fail to delegate specific areas of the change initiative to individuals and withhold the authority to make the requisite decisions. 9. Leaders fail to hold people accountable for results. 10. Executives have a notion that they know what will happen in five years, which can build either a false sense of security or a sense of dread.

Avant de décider de changer, il faut évaluer la situation correctement et impliquer les différentes parties pour identifier les solutions potentielles et choisir celle qui va avoir du soutien pour implanter le changement. La stratégie de communication du plan de changement est essentielle pour en assurer la réussite et l'engagement des parties impliquées.

Understand Their Concerns Communicate the Rationale for Change Involve Stakeholders in the Process Address Concerns with Transparency Highlight Benefits and Quick Wins Provide Ongoing Support Leverage Influence Stay Committed and Patient

Everyone wants something and the art of solving this is to find the middle ground between various stakeholders. There is always one somewhere

A good relation with stakeholders is mandatory for a good job, even if you like some and hate some. Pretend to love them all and they will answer in kind!

Be prepared for change yourself. Sometimes the stakeholders are right and you are not. Convince a reluctant stakeholder to fully clarify their concerns and continue the discussions until you both really understand the issues. If the concerns are valid try to find some modification that addresses the concern but still achieves the goal. If successful, approach the next reluctant stakeholder with your new ally.

The key is to make everyone speak clearly and directly about what they want, and more specifically why is that. This why is most of the times the key to find some common sense there.

Navigating stakeholder resistance requires empathy, communication, and involvement. Understanding their concerns, such as fear of the unknown or doubts about the benefits, is crucial. Listen to their concerns and engage in open conversations to show that their input is valued, building trust and laying the groundwork for constructive dialogue. Communicate clearly by articulating the reasons and benefits of the changes. Involve stakeholders early in the process to foster ownership and collaboration, addressing their fears with transparency. Provide support and resources, such as training, to help them adapt. By transforming resistance into collaboration, you pave the way for successful change.

Let’s first start with “why are the stakeholders resisting change?” 1) do we have the right leaders in the right place? 2) do we have the right leaders in the wrong place? 3) do we have the wrong leaders in the right place? The focus has to be what’s best for the business. The approach can be different based onabove. If #3 is the challenge then the issue is bigger than implementing change with resistance.