Como você pode ajudar um líder a construir apoio para a mudança?

Take the time to observe and assess. I have seen many leaders fall in the trap of using change management frameworks, without understanding how they will fit in the organisational cultural context. Especially now, where people are change fatigue - it requires leadership to inspire, guide and drive transformational change. Change happens to us, disruption happens within us. It is an emotional and psychological process that people experience when navigating change. The more you understand the inside dynamics of what happens with people, the better you can adapt the tools to manage change, and guide people towards the renewed vision.

It is important to asses the ways of working and what are the current communication channels within the organizations as well as the key stakeholders, less focus on the frameworks and more on the people. getting buy in from the right ones. Understanding the purpose behind the change and it if fits the organization culture and values is detrimental.

Clearly articulate why the change is necessary, what the desired outcome is, and how it aligns with the organization's goals and values. Use storytelling and vivid imagery to make the vision relatable and inspiring

The next order of business is to articulate all this into "the plan." This is the story of how the company shines, improves, and meets its goals, wowing stakeholders, providing leadership assistance in their work, and creating a culture that understands that vision because they helped write the story. Take all the necessary action items and prioritize them so that you have effective notes on how all these are met. Prioritize them again in one quarter, one year, and three years. After you've done this. Ask everyone about it again. Identify risks, and when you show them to leadership, include YOUR goals and where synergy is possible to help each other. Find the people who can help organize and effect this solution.

The other common mistake I witnessed in my career is leaders lacking vision of an alternative. Change happens when the status-quo no longer brings about the desired results. We need something new, different and thus disrupt what is currently in place. For many people, this requires leaving what is familiar and stepping into the unknown, into the uncertainty. They know what they had in the past and present, but they don't know what they get in the future. So there is fear for the uncertainty, and this fear fuels resistance to change. That's where the vision, and a leader's ability to communicate the vision in a compelling way that resonates both with people's mind and hearts is the secret to driving change.

To assist a leader in building support for change, it’s important to help them communicate their vision with presence and authenticity, detaching from egoic fears of rejection. Encourage using stories and visuals to convey the vision's purpose and value, making it resonate with the team. Guide them to listen to feedback actively, fostering an environment where all voices are heard, and concerns addressed. This open dialogue not only shares the vision but also builds a shared sense of purpose and ownership. Remind them to stay adaptable and responsive, embodying the change they seek to create.

Here are some steps to consider: Identify Key Stakeholders: Determine who will be affected by the change and who has influence over it. This includes employees, customers, partners, suppliers, regulators, and competitors. Understand Stakeholder Concerns: Engage with stakeholders to understand their concerns, needs, and the potential impact of the change on them. Involve Stakeholders in the Process: Invite stakeholders to participate in planning and decision-making processes. This fosters a sense of ownership and commitment to the change. Provide Support and Resources: Offer training, resources, and support to help stakeholders adapt to the change.

Now you have the plan, who you need to get it done, and everyone is already aware of what you're planning. Time to check back with everyone that has inferred risk or didn't feel invested in "the plan." And see what could be done to get them on board. If you need the support of other leaders, teams, divisions, now is the time to start working hard on making sure "the plan" is viable and achievable is the time span necessary to make the company a success. This may also include engaging vendors and services outside your organization in order to estimate cost of operation where internal services may not be available or adequate. You can also survey everyone again ;)

The power of developing a stakeholder engagement action plan is significant. When driving change, you need to build two foundational pillars. One pillar of action, and one pillar of people. You need people to drive and implement the change. Your stakeholders are fundamental in this process, and understanding who they are, their interest in the change, their position towards the change and the issues they have - is what will create momentum of support you need to drive change.

When you assign and empower change agents, make sure they are supported and that they are a diverse representation of your workforce/stakeholders. They are key for reducing resistance to change, as those who are most resistant will feel less defensive when it comes from people they trust and they can relate with. But what I have experiences is the lack of support, turns enthusiastic change agents into complacent individuals who are no longer feeling motivated to drive change.

By this time, you should have identified the people that you need to make "the plan" a reality. You know what you're all doing; you should all agree on HOW next. Regular engagement and communication, even for the first few weeks, should evolve the project into a real tangible project, with more/clearer data in influences on the "the plan." This is also the time to start engaging all leadership with updates and queues for those items they will be assisting with or vice versa.

Building support for change begins with a clear, compelling vision that resonates with all stakeholders. ➤ As a leader, it's crucial to articulate not just the 'what' and the 'how,' but more importantly, the 'why' behind the change. ➤ Engage actively with your team, encouraging open dialogue to address concerns and gather insights. ➤ Empower change champions within the team to foster enthusiasm and ownership. Remember, genuine leadership is about guiding, supporting, and adapting alongside your team through the journey of change.