7 ways to gain stakeholder buy-in for RevOps change

Change is inevitable in any organization. Whether implementing new processes, adopting cutting-edge technologies, or redefining workflows, change management is essential for growth and staying competitive.

One of the most prominent challenges leaders and managers face is getting key stakeholders and end-users on board with these changes. Resistance to change can be a significant roadblock to progress.

Understanding resistance to change

Why do people resist change? Resistance to change is a natural and biological response. We are creatures of habit, and any disruption to the status quo can be unsettling, uncomfortable, and even a little scary.

Some common reasons for resistance to change are:

• Fear of the unknown. Our employees often fear what they don't understand. When introducing a new process or technology, project stakeholders may worry about how it will affect their roles, job security, and daily routines.
• Current comfortability. Even if the current processes are inefficient or outdated, some individuals may feel comfortable simply because they are familiar with them.
• Lack of awareness. Internal stakeholders might not fully grasp the reasons behind the proposed changes or the benefits they will bring. This can lead to skepticism and resistance.
• Loss of control. Some individuals may resist change because they perceive it as a loss of control over their work or a shift in organizational power dynamics.

?? Psst... Discover more change management insights in our content hub.

7 strategies to secure stakeholder buy-in

Now that we've identified common reasons for resistance to change, let's delve into strategies to overcome these barriers and gain buy-in from stakeholders.

Clear communication

My favorite strategy to combat change resistance is communication.

The importance of clear and transparent communication cannot be overstated. Take time to explain the change's reasons, benefits, and how it aligns with the organization's goals. Address concerns openly, honestly, and – you guessed it – transparently!

Use various communication tools such as emails, meetings, Slack, and presentations to ensure everyone is informed.

Clear and constant communication builds trust, reduces uncertainty, creates space to address concerns, promotes understanding, and can even encourage engagement.

Involve stakeholders from the beginning

Raise your hand if you've ever been personally victimized by processes created in a silo. ??

You're not alone – people are more likely to support what they help create, so involve stakeholders in the decision-making process, and gather their input.

This collaboration not only gives them a sense of ownership but also ensures the changes are more likely to meet their needs.

Build a strong business case

Use data and evidence to build a compelling case for change. Prove to the users why the change is needed. Show your stakeholders how the new processes or technologies will improve efficiency, reduce costs, or enhance quality.

Visual aids like charts and graphs can be effective in conveying this information.

Ultimately, the data you need to build a strong case depends on the problem you’re working to resolve. When building the case, think quantitatively and analytically. Provide numerical evidence that is easy for your leadership to digest.

Provide training and support

One common reason for resistance is the fear of incompetence with the new changes. Provide adequate training and ongoing stakeholder support to help your team acquire the necessary skills and confidence to adapt.

Videos, process guides, open office hours, and team channels are all ways to help end-users get trained and adapt to the process. No question is off-limits.

Have multiple communication channels where end-users can ask questions and get answers quickly and collaborate with your sales enablement team to ensure confidence in the new process is gained quickly.

Recognize and reward

Acknowledge and reward those who embrace the changes and contribute positively to the transition. Public recognition and incentives can motivate others to follow suit.

There's nothing like a little shout-out on an all-hands call to make someone feel special.

Depending on how critical the process is to your RevOps goals, you may want to offer a financial incentive for those who adhere to the new process quickly. Who wouldn’t love a mini-bonus?

Do you have an employee of the month program? Consider picking someone who is doing a great job working with the change.

If your company has a PTO program (other than unlimited PTO), consider offering additional days off for those contributing positively to the change.

These rewards can motivate your team to adopt the change.

Address emotional concerns

Understand that emotions often drive resistance to change. Take the time to listen to stakeholders' fears and anxieties actively. Empathize with their concerns and offer reassurance when possible.

Empathy turns good leaders into great ones.

How can you show empathy to your employees? Acknowledge and validate their feelings while they’re sharing their concerns, help them understand the why behind the change, and provide assurance and remind them of the ways they are going to be supported.

Be patient

Change takes time. It's essential to be patient and not expect instant compliance.

Anticipate setbacks and be prepared to adjust your approach as needed. Compliance can take several weeks all the way up to several months, depending on the complexity of the change.

Review your group's historical track record with previous process changes to better understand how long it might take your team to adjust.

Conclusion

Dealing with resistance to change and securing stakeholder engagement is critical to successful organizational growth.

Leaders and managers can navigate change more effectively by understanding the reasons behind resistance and implementing these strategies.

Remember, change is not the enemy; it's a catalyst for progress. With the right approach, you can turn resistance into acceptance and drive positive organizational transformations and successful project outcomes.

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? C-suite Revenue Leader of the Year

? Revenue Operations Leader of the Year

? Revenue Operations Rising Star

? Revenue Team of the Year

? Al Revenue Innovation of the Year

Voting ends on November 1, 2024. ??

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