Ihr Unternehmen sieht sich mit dem Widerstand der Stakeholder gegen Veränderungen konfrontiert. Wie werden Sie auf dem Weg zum Wachstum navigieren?

To navigate stakeholder resistance to change and steer the organization toward growth, begin by understanding their concerns and addressing them with empathy and transparency. Clearly communicate the benefits of the proposed change, aligning it with the organization's long-term goals and the stakeholders' interests. Involve them in the decision-making process to foster a sense of ownership and collaboration. By building trust, demonstrating the value of the change, and ensuring consistent, open communication, you can gradually transform resistance into support, paving the way for growth.

I understand that the changes we are proposing might be causing some concerns. Change can feel risky, especially when it’s unclear how it will affect everyone involved. But I want to assure you that these changes are designed with our collective growth and long-term success in mind.

Antes de mais nada tenha em mente que um diagnóstico bem feito lhe dará informações suficientes para endereçar os pontos de resistência e tratá-los de forma adequada. Converse com as partes interessadas e ouça suas dores e agruras. Sem isso será impossível dar os próximos passos.

To navigate stakeholder resistance to change, start by understanding their concerns through surveys and interviews. Communicate transparently about the reasons and benefits of the change, providing regular updates. Engage stakeholders early and build support from key influencers. Offer training and resources to help with the transition. Implement changes gradually with pilot programs to demonstrate benefits. Monitor progress, be flexible, and adapt based on feedback. Celebrate successes to build momentum. Finally, conduct a post-implementation review to learn from the process and refine future strategies.

It cannot be emphasized enough - the beginning of any change initiative shapes the rest of the change journey. Being proactive, anticipating, and preparing for various reasons for resistance and risks are key, but not the sole answer as we have seen/heard of projects unraveling even after a clean and intentional start. If you find your project is met with resistance at any stage, allow for space to explore why that is and to increase clarity. Where there is clarity, effective actions can follow. If you could only take away one key message, it is to uncover root causes as soon as possible, create and execute a resolution plan.

Think of change not just as a process, but as a story. And every good story needs to connect with its audience. Craft narratives that speak to both the heads and hearts of your different stakeholders. Some might be driven by facts and figures, others by a sense of purpose and vision. There's no one-size-fits-all approach. Tailor your messages to resonate with each unique group. And don't forget: communication is a two-way street. Create opportunities for open conversations, questions, and feedback. This builds trust, empowers employees, and turns them from passive recipients into active participants, ultimately boosting the success of your change initiative.

Communication is key! 🔑 ➥Always expect resistance. ➩ Involve all the stakeholders. ➩ Ask about their concerns and get the why behind their concerns. ➩ Try to take their concerns away and show them the benefits. ➩ Always be honest in your communication. ➩ Never downplay anything! ➩ Keep the stakeholders informed and involved!

Comunicar corretamente, para as pessoas certas, a partir das pessoas certas e com o conteúdo certo. Ter isso em mente quanto estiver elaborando um Plano de Comunicação fará com que ele seja mais específico e focado em resultados.

Capacitar pessoas deve ser uma das tarefas mais nobres em um processo de mudanças. Lembrando que Capacitar é diferente de Treinar. Treinar é passar conhecimentos. Capacitar é permitir que as pessoas coloquem em prática o que receberam em formato teórico. Faça isso de forma propositiva dentro de uma Estratégia de Treinamentos que reflita as necessidades do Projeto em questão.

Suportar é estar ao lado e não fazer as atividades para os outros. Por isso, crie redes de apoio profissional para que as pessoas se sitam seguras para executar suas funções em tempos de Projeto e, também, para que atuem de forma diligente após a implantação do projeto. Não abandone as partes impactadas após o Go-Live. Projetos precisam desse cuidado.

This is a common issue for large-scale and transformative initiatives. From the perspective of a Senior Program Director and skilled change and people initiative practitioner, it is crucial to involve key stakeholders early on as opposed to merely forcing the changes onto them. The latter will result in great resistance and hinder the progress. This especially applies to external stakeholders who have less internal insights. Effective early collaboration and communication are the cornerstones of any change.