How do you use your influence to drive change?

My approach to influencing change is to invest significant time in engaging others in the reasons for the change (or changes) and to sincerely solicit their ideas and suggestions on how to move forward. I do not view engagement as a “one and done” effort and will very frequently follow-up with others to keep them involved and ideally active in shaping and implementing the changes. I also believe in the power of straightforward, simple, respectful, and memorable communications. I include “respectful” because I’ve been involved in major change initiatives where the messaging as to the reasons for the change came across as insincere and did not convey the entire story behind what truly was driving the needed changes.

Let me share a story of my advocacy for human-centered design in change management. I firmly believe that empathy is the key to unravel the intricacies of today's challenges. To be an empathetic change management professional, you must embrace change at various life levels. Those who remain in their comfort zones, sticking to the same old models, companies, or problems, can hardly fathom what it takes to be a change leader. My journey is about delving deep into the realm of change, personally experiencing its ups and downs. This allows me to connect on a profoundly human level with my stakeholders, understanding their needs and concerns, and guiding them through the often arduous path of transformation

By setting the example! So people will follow you. Change is always unknown, therefore a bit scary, but a leader setting the path, the followers will start to follow and seeing that the new road leads to success they will undoubtedly follow

What is helpful in the Change journey when conducting stakeholder analysis, it's role clarification. When you know who are the alies, opponents, supporters and by-standers you are able to put a proper change Management plan with relevant tools and techniques to engage with each type of a stakeholder in the change journey. The change readiness assessment tool aims to assess the level of readiness to can proceed with the change initiative. If the level of readiness is low, it is important to atleast strive towards influencing the opponents to shift their thinking towards being allies and by'standrrs to shift their thinking to becoming supporters to an acceptable level of readiness in order for the change to be realized.

10 SOFT SKILLS YOU NEED AS CHANGE MAKER 92 % of INNOVATION projects STOPS due to a lack of buy-in and priority. Your soft skills make or break your success: 1. Communication: to inspire others and foster collaboration. 2. Creativity: to Think outside the box and to stimulate innovation. 3. Adaptability: to navigate the uncertainties. 4. Empathy: for better team dynamics. 5. Emotional intelligence: to help build strong relationships. 6. Problem-solving: to drive innovation forward. 7. Resilience: to bounce back from failurer. 8. Leadership: to inspire and motivate others to embrace new ideas. 9. Collaboration: to build a diverse and inclusive environment. 10. Strategic thinking: to effectively leading innovation initiatives.

Influence strategy should be a combination of: 1. The thinking style of the person or people you’re influencing 2. Neuroscience concepts so you can generate a “towards” reaction (rather than “away”) 3. The workplace culture - how to influence in a culture friendly manner.

Planning how to, should be simple. Different stakeholders have different outcomes and different expectations from the change itself. Being able to address their needs using agile methods, failing fast, fixing and adapting constantly, and showing incremental progress can easily influence and engage others.

Oftentimes we are so busy that we focus on formulating an agenda and structure the meeting rather than focusing on the outcome we want to achieve. Starting a conversation with outcome in mind is a game changer. Note that sometimes you influence strategy is "patience" or "little strokes fell big oaks". In this case you need to find creative opportunities to send a consistent message over a long period of time to provoke change later on.

Beginning with the end in mind is essential, along with understanding how change is impacting people. 1. Get feedback. 2. Create an influence chart: who is influencing whom? 3. What interactions do people trust most? Who needs to send the message? 4. Understand the currency of the people being impacted to understand how to navigate influence.

My experience with thorny disagreements is that it requires you to seek to understand everyone’s concerns. In mediating meetings where people are at odds, I find it best to learn as much as I can prior to engagement, and to begin by asking questions, and really listening to answers. Part of a good influence strategy is to immerse yourself in the issue at hand. Do your research and try to see the impact of the change from all perspectives. Really listen to dissenting voices. This will help others with differing viewpoints to feel heard. It will also increase your ability to more effectively address negative feedback and build coalitions favoring desired goals. Knowledge is power and can increase your influence in support of desired outcomes.

In my role in public health here in Mississippi, I use my influence to drive change by getting out there and connecting with the community. I attend local meetings, engage with residents, and really listen to their concerns. By being a part of the conversation and showing that I care, I can advocate for policies and initiatives that will truly benefit the people in our state. It's all about being hands-on and making a difference where it matters most.

I absolutely agree with finding advocates to help carry the message. Rather it be word of mouth or sharing a post community advocates are key. Creating a positive narrative before the negative output yields a greater return overall.

Influencing SMEs and DMs will expand your message across the board. But being always authentic, confident and honest can drive a very efficient communication thus creating a safe environment where influence will carve its path.

Using your influence to drive change and monitoring your progress in doing so involves a combination of strategic planning, effective communication, and ongoing assessment. Continuously track your progress in driving change. Set key performance indicators (KPIs) to measure the adoption of the change, such as increased participation, improved processes, or reduced costs. Periodically evaluate the impact of the change on the organization's goals and objectives. Remember that driving change often requires patience and persistence. It's a process that may take time, and setbacks may occur. By consistently monitoring your progress and adapting your approach, you can increase your effectiveness in influencing and implementing meaningful change.

Regardless of the change program the biggest opportunity to influence is by getting the right people in the room. Be really clear on what you are trying to achieve and by when. Understand who the dependencies are for delivery, invite them in and co-create the delivery plan with them. Allow them to complain and challenge and then invite them to offer solutions. Influencing those on your critical path is key.

I could go on about the many different things one could do to use one's influence to drive change, but I can sum it up in 3 simple words: Lead by example.

When influencing stakeholders for a change - always see things from their perspective. Identify their need and evaluate their interest by jotting down how they would benefit by the change. Welcome their point of view and don’t play by ownership. See your stakeholders as customers. Brainstorm together, learn and collaborate with them to find a mutually agreeable way forward. Encourage and use your emotional eq to build relationships with them.

Influence is the lever that moves the wheels of change, turning resistance into collaboration. The art of driving change lies in understanding and utilizing the principles of influence. As a change leader leverage your influence to highlight shared benefits and demonstrate successful cases. #InfluenceForChange #DrivingTransformation #ChangeLeadership

Don’t underestimate the power of gentle persuasion and authentic self. You could influence, you could also inspire ! “ I’m starting with the man in the mirror I’m asking him to change his ways And no message could have been any clearer If you wanna make the world a better place Take a look at yourself and then make the change “

Business Analysts are subject matter experts, they are the bridge in between the business and the IT service delivery functions. Good influence comes from good quality articulation of the business need with a clear indisputable business case. Of course a completely acceptable outcome is the ‘do nothing’ when you have played back a case that has no foundation. Business Analysts, good BA’s are time served with high levels of breadth and depth in core business and service delivery processes.