What do you do if your project stakeholders are resistant to change?

It is very important to take your stakeholders along, as part of one-team strategy, for a successful project completion. For that, it is important to understand any apprehensions or concerns, which stakeholders may have. Best way is to capture their inputs/sentiments through various channels (physical or virtual) and play it back to them on the potential solutions or benefits. As long as, each stakeholders feels that his/her concerns/feedback is taken into consideration or addressed, the oneness of the team gets strengthened. The last thing you want to do is to ignore the feedback/concerns and push for top-down approach or strategy.

The "What's in it For Me" and "Does this cost my Job" are two root causes I have seen in my career. The 3rd is where the system being replaced has a long Legacy and there are creators of that within the system who give a tooth and nail to resist change and that is easy to address. The first 2 are genuine reasons to be addressed by communications and ensuring they feel and own the product or deployment life cycle

In my experience any Project brings a discontinuity. In the processes, in the practices, in the habits and sometimes in the organization structure. It's very important to study before the environment, formal and unofficial, in which the Project will bring the change. An effective communication before and during the Project is crucial to achieve awareness from both sides: project team and stakeholders.

Strategically create a value proposition where the key stakeholders understand what are the value which the change will drive. While giving that proposition , allow yourself to align with the overall objective of the project.

Understanding the stakeholder's motivations allow you to relate how the change can positively impact their goals. This is part of stakeholder analysis, and should include learning their goals, pain points, and fears.

Involve stakeholders to map end to end the new business value stream that aims to improve performance or contribute to the overall success of the organization. And for each step identified, highlight the expected benefits and improvements in values. If neither improvement nor benefit is identified, then ask yourself the question of the merits of the process and tune it again.

It is important to answer the "what's in it for me?" Question. If there isn't anything then you have to answer "what's in it for my team?" If you can't answer either of those questions then you need to rethink things; maybe start by asking "How could we help you?"

Often sceptics are there because of a lack of early proof of value. If you have sceptics, especially about critical areas of your projects, consider whether it makes sense to bundle this up into a Proof of Concept point early in the project showcasing their areas of doubt, this will give the sceptics confidence and has the potential to create new evangelists within your team.

Bringing stakeholders into the change process helps lower pushback. When they help plan and make decisions, they feel like they're part of the changes. Working together not only gets everyone on board but also brings in different ideas that can make the plan stronger. Having stakeholders help out from the start can also make everyone feel more comfortable and trust the plan more.

The real owners of the change are the stakeholders of the Project. They have to be involved and tightly coupled with the Project Manager "supply" side. Never start a Project without a formal appointment of a Project Manager "customer" side, also when the Project is run internally by a Company's department ( IT , HR, Innovation, and so on)

'Communication is THE KEY' I am a strong believer of this phrase. The entire 360⁰ cycle of project management involves touching Communication. Start to end Communication to key stakeholders has always helped to identify anticipated resistance and it gets easier to break the ice in phases so that the huddle doesn't appear later. Connecting with project stakeholders from initial phase to every key milestone should be a mandatory process.

Include stakeholders in the change process as much as possible. This could involve seeking their input during planning stages, involving them in decision-making, or creating opportunities for them to contribute to the implementation. Involvement can increase ownership and reduce resistance.

One good way I found, is to ask resistors in relaxed one-on-one sessions to describe alternative(s) to the proposed change, that would make them more positive. Sometimes, valuable changes were identified to be incorporated into the new solution. Sometimes, the resistor realised that neither the status quo or other alternatives were better. Once they understand that what is planned is the best alternative, even though it is scary, they are far less negative. This provides excellent information about the areas where the specific resistor will require more support for a successfully transition. You might need to target specific resisting influencers where you can't meet with every resistor individually.

Decline the assignment, the clue is in the word TRANSFORMATION … there’s always resistance to change in everyday life. You have to qualify if this really is a transformation project or not. If it is, try en it’s great because there’s nothing more magical than when the lights come on in the eyes of those initially resistant to change

Training is the key aspect of any companies' growth and development. Ensure they have necessary tools and learning platform for upscaling their potential.

Training is something which comes as part of change management but often sits on back of all other priorities, but if training plan is well designed and circled/reviewed with stakeholder, it gives them confidence in change along with ability to trust implementation and their team.

Plan early for training as part of change management. Leverage multiple formats and have coaching experts to execute training and create associated documentation to support the transition. Formats could include virtual / in-person instructor lead training, videos, QRCs, FAQs, SOPs, Office hours support etc

Have to be hip joined for support during and after the implementation and PGLS process. Enjoy every small successes and note the lessons learnt during failures. This will reinforce the bond with the customer and vendor as partners.

Feedback is a gift if it is provided and communicated on real time and with a smart and fair mindset. Awarding individual and/or team for any achievements bringing value add in the process (business value stream). And let the doers depicting the achievements, and not the manager of the team! Celebrate the doers !

Establish well designed support channel. There is a very fine line between transferring knowledge to BAU team and supporting Hyper-care period, early exit can cause long term confidence issues not only for stakeholders but also for the team.

Who doesn't need a shoulder to cry or a hand to hold or buddy to share the joys. Communication is a key attitude and attribute to ensure successful change delivery. Various channels explaining progress of change at various levels is inevitable. Stand up calls, feedback sessions, Survey, bulletin board, flyers, floor walks, extempore sessions, q and a sessions are few tools or methods which one can adopt to provide necessary support at various levels of stakeholders

Continuous support is crucial during and after change implementation. Establish clear feedback channels and be responsive to stakeholders' needs. Ongoing assistance eases the transition and maintains momentum. Celebrating small victories reinforces the value of changes and stakeholders' efforts.

It's important to note that resistance often stems from a lack of understanding or fear of the unknown. Therefore, implementing a robust system for monitoring and sharing progress can help demystify the change process, align stakeholder expectations, and build trust. Utilizing visual tools and real-time dashboards can further enhance transparency, allowing stakeholders to visually track project milestones, understand impacts, and feel more connected to the change process.

Agree but would like to add that monitoring progress is most meaningful when the benefits are measurable. I find that the most easy to understand measure is translating the improvement a change brings into dollars (or whatever currency your company operates with) but recognize that it's not always possible. Measures like higher employee satisfaction and other "soft" factors can be measured via surveys.

Check in on the stakeholders. Ask them for their feedback. Let them know you are willing to adjust the approach to meet them where they are and what works for the business.

Monitoring progress needs to be articulated by 2 to 3 short-terms objectives and for each you have to mention the initiative related to. And for sure for each "couple" of objective/initiative you also have to get some metrics (KPI). And last but not least, identify one long-term objective as well with its initiative and KPI as well. Thus, you will be able to manage expectations while garnering full support approach from your stakeholders. In doing so, you will have been able to manage a value-creating approach!

Absolutely, maintaining open communication channels and actively seeking feedback from stakeholders is essential for the success of any project. It's not just about implementing changes but also about continuously evaluating their impact and adjusting strategies accordingly. This iterative approach demonstrates a commitment to collaboration and improvement, which fosters trust and ensures that the project stays aligned with its goals. By staying proactive and responsive, you can effectively address concerns, seize opportunities, and ultimately drive the project towards long-term success.

It has worked for me when we have the business stakeholders give the frequent Project Updates and own the progress, challenges and risk of the project instead of the Technology team or the Project team. The Slides could be prepared together but will be presented by the main stakeholders. Setting expectations on the project or product outcome is crucial and to be conscious Not to Over Commit instead to Over Deliver.

Conversion of some naysayers into passionate stakeholders In the rapidly evolving landscape of digital transformation, organizations are in constant pursuit of innovative approaches to manage stakeholders and drive their initiatives forward. One such approach, which I have personally found highly effective in managing stakeholders who are resistant to change, is conducting internal Technology Roadshows - exclusive Tech events that unveil the progressive outcomes of digital product journeys. Through this approach, the digital journey transcends mere implementation, evolving into a collective, passion-driven pursuit of shared ambitions and extraordinary outcomes.

Usando um pouco de analogia, na dança da mudança, cada stakeholder é uma árvore enraizada em sua cultura, nutrida por histórias e tradições. Para inspirar o movimento, é preciso primeiro entender o solo dessas raízes, entrelaçando o propósito da mudança com as narrativas que eles valorizam. A mudança, então, não surge como um vendaval que arranca árvores, mas como uma brisa que sussurra novas possibilidades, levando-as a se inclinarem suavemente em direção a um novo amanhecer. Primeiro entenda, depois inspire.

Resistance to change often arises when project changes disrupt the status quo. Fear, loss of control, and uncertainty about roles and skills are common factors contributing to this resistance. 3 strategies to address this: Stakeholder Engagement: Engage with stakeholders with their preferred communication methods. Involve them from planning to execution and beyond, ensuring their input is valued and considered. Visible Sponsorship: Presence from leaders is vital as they need to communicate the "why" of the change . This creates trust , transparency and encourages open dialogue where concerns can be voiced without fear of repercussion. Training and Support: Invest in training, coaching, and mentoring to reinforce new changes.

The key is a blend of communication, empathy, and strategy. Start by understanding their concerns: Are they worried about the impact on their roles, the unknown, or potential failures? Address these concerns through clear, consistent communication, highlighting the benefits of change and how it aligns with their interests and the organisation's goals. Empathy is crucial; acknowledge their feelings and the challenges of adapting to change. Engage them by seeking their input and offering support during the transition. Education plays a role, too; it provides training and resources to ease the transition. Finally, if possible, the change should be implemented in stages to allow stakeholders to adjust gradually.