What are the best practices for communicating change benefits to stakeholders?

I disagree - start by sharing what's in it for the stakeholders, the benefits they'll experience. Data can be compelling, sometimes, but people are ruled by emotions and their own experiences. Hard facts and global market trends don't necessarily translate to individual buy-in.

I find leveraging some tools from Motivational Interviewing to make communication more effective. Try EPE (elicit - provide - elicit). Ask an open question first (ELICIT) about what they know about the problem to be solved - "What do you understand about XYZ?" (see if they already know some of the data). Then PROVIDE some of the info in a collaborative way. Finally, ELICIT again - "How does that fit with what you were thinking?" or "What else are we missing?" You will find stakeholders much more likely to engage with you on this!

In our experience, sharing stakeholder benefits is a perfect start, but that needs to be followed up by confirming the relevance of the benefits. What the C-suite sees as a priority might not be as relevant to the team doing the work. Get feedback to understand alignment and perspective. Adjust as necessary. When people feel heard and engaged, leaders can develop reciprocity and earn support.

You have to be able to explain the How, What and Why. I like to use Golden Circle framework from Simon Sinek. He makes the case that if you cannot gain alignment on an issue without the How, What and Why.

Before communicating with stakeholders, ensure that you clearly understand the benefits of the change! Identify how the change will positively impact the stakeholders, whether it's increased efficiency, cost savings, improved customer satisfaction, or other relevant outcomes. Make sure the benefits are specific, measurable, achievable, relevant, and time-bound (SMART).

Different stakeholder groups may have different interests, concerns, and priorities. Customize your communication approach to address their specific needs and highlight the most relevant benefits. Consider the stakeholders' roles, responsibilities, and level of influence to effectively convey the benefits in a way that resonates with them. Avoid technical jargon and complex terminology that may confuse or alienate stakeholders. Use plain language to explain the benefits in an easily understandable way to a diverse audience. Focus on the key points and be concise while providing sufficient information to support your claims.

Absolutely. Ambiguity intolerance drives a host of negative behaviors: procrastination, irritability, reactiveness, blame-shifting and decreased productivity. If leaders don't take the time to address negative implications of change and create a dialogue about it, staff wonder if leaders are even aware. The ambiguity creates mistrust and fear and drives all the negative behaviors that leaders want to avoid during change. Get real with your team. Focusing on the benefits is a great start, but leaders need to be clear about the liability and the path forward to really earn trust.

Hidden organizational dynamics, if you're approaching change management as an outsider, can make or break your project even if you're doing everything else right. Never underestimate the power of human relationships in the work of directing change. Stakeholder empowerment is how you win and sustain the support your project needs–you need empowered stakeholders like you need to breathe oxygen.

Involving and empowering stakeholders goes beyond simply seeking their input; it entails creating a culture of inclusivity and trust. When stakeholders feel valued and respected, they become more invested in the change effort and are more likely to contribute their diverse perspectives and expertise. This not only improves the quality of decision-making but also builds strong relationships and fosters a sense of unity, driving the change forward with greater momentum and resilience.

You need to manage those stakeholders that ‘own’ the change ie sponsors / business leads etc and those that deliver the change ie programme etc stakeholders. Do not assume they have a shared understanding of the change, agree on outcomes or in fact support it at all

Encourage stakeholder engagement and provide opportunities for dialogue. Listen actively to their feedback, questions, and concerns, and respond promptly and respectfully. Engaging in two-way communication fosters a sense of involvement and ownership among stakeholders and allows for a more constructive and collaborative discussion.

One thing I have found successful in a recent change management initiative in my group is simply creating a future vision. What does this look like once we're all finished? What are the benefits? How have other teams implemented this change successfully? It creates excitement and a sense of wow, we could do that too?!!? Highly motivating.

Step 0: get rid of the "us" vs "them" division. Otherwise, you risk entering a project (or, worse, a client's business) from a prejudiced position, making it difficult to establish the required level of trust. In fact, the key is to challenge one's own assumptions often and thoroughly. For example, subject matter experts within the business may already know the problem inside out and they can be invaluable partners - but they may just as easily disengage if their insight is disregarded from the outset.

Change within an organization can often be a political process, influenced by power dynamics, competing interests, and differing perspectives. In such situations, it becomes crucial to involve and recruit a diverse range of voices to ensure a more inclusive and comprehensive approach to change. By actively engaging individuals from various levels, departments, and backgrounds, organizations can tap into a wealth of knowledge, expertise, and experiences. This inclusive approach helps to minimize biases, challenge assumptions, and promote a more balanced decision-making process.