How can you build a coalition of support for change?

Find places where natural energy flows and stabilizes. This is not just a feel-good, fluffy approach. It mimics the way natural evolution occurs-- The highest adaptive peaks are also places where it takes living creatures the lowest energy to maintain stability. Think of a plastic topographical map. The highest peaks, when flipped over are the deepest most stable valleys, where marbles would naturally roll. If interested, you can learn more from Andreas Wagner's book- Life Finds a Way!

What I know for sure is that the collective impact model creates a powerful force for change. Instead of traditional models of philanthropy, leadership, and evaluation that work as isolated interventions, the collective model unites complementary efforts to work towards a common agenda. Working with allies helps us build dynamic relationships, strengthens our ability through synergy, and allows us to build adaptable frameworks to support change, build power and imagine a new, more just future with everyone's input and lived experience.

I agree that where there are natural allies it's important to know, understand & foster them. However, in my experience we also need to turn resisters into allies. Find what drives & stresses influential partners, seek common ground, frame change as a response to their challenges and help generate belief in its practicability. It's also important to create "social movement": get other champions to influence widely.

I think the FIRST step to building a coalition for change is to DEFINE YOUR PURPOSE. Clearly articulate the change you want to see and the reasons behind it. This will help you rally others around a shared goal and inspire them to join your cause.

In addition to colleagues and managers, you can also consider including customers, suppliers, or even industry experts as stakeholders. By involving a diverse range of perspectives, you can strengthen your coalition. For example, if you're proposing a new sustainability initiative, stakeholders could include environmental organizations or community groups. Do: Research and identify individuals or groups who have a vested interest in the proposed change. Don't: Assume that you've identified all the stakeholders on your own. Consult with others to ensure you haven't overlooked any important groups.

Once identified, actively involve your allies. Tailor your communication to illustrate how the proposed changes will positively impact both the organization and individual careers. Utilize collaborative platforms to encourage discussion and idea-sharing. The most effective way to engage allies is to crystalize the sought-after objective. When the objective is clearly defined, identified allies will naturally align with it, fostering a more seamless and enthusiastic collaboration. Clearly communicating the purpose and desired outcomes establishes a shared vision that enhances the commitment of your allies to the change initiative.

In my experience, building authentic relationships is key to gaining support and cooperation. Therefore, it is important to engage stakeholders in meaningful discussions about their views and concerns. Whenever possible, seek their opinions and involve them in decision-making. Do: Foster an environment of trust and inclusion by actively listening to stakeholders and valuing their input. Don't: Resort to one-sided communication or dismiss stakeholder concerns or opinions. Collaboration requires a commitment to shared decision making.

Simple way to engage allies in the change process is to start the change process at rightly defined track with full confidence, commitment and communication. All others will follow the suit.

Creo que seria muy provechoso fortalecer el sentido de pertenencia, el compromiso y el liderazgo. Promover el cambio a partir de fortalecer el sentido de pertenencia permitira que los colaboradores sientan que son de aqui, que pertenecen a la empresa y que el cambio los incluye. Trabajar el proceso de cambio el compromiso, nos recordara que la empresa esta primero y que las estrategias se adaptan o transforman en consonsncia con la vision. Los lideres deben explicar el fundamento y el sentido del cambio aspecto fundamental para la alineacion de todas y todos con la perspectiva del cambio.

As a distinguished career consultant specializing in change management, I stress the imperative of actively engaging allies in your change initiative. Involve them comprehensively in planning, implementation, and evaluation, empowering them to take ownership and contribute decisively. Recognition for their contributions and achievements fosters a sense of belonging and pride. Cultivate a culture of collaboration, innovation, and continuous learning within your alliance. By instilling purpose and creating a supportive environment, you not only harness the full potential of your allies but also fortify the foundation for a successful and sustainable change journey.

Listen carefully to "opponents". They may have input that will help you be successful. The people closest to the work know the work. Opponents are not always resistors. They may have information you need.

Influencing opponents can be challenging, but not impossible. Here are two strategies that have worked for me: 1) Take the time to understand why your opponents hold their views. Try to see the problem from their point of view. This will help you tailor your messages and arguments in a way that addresses their concerns and values. 2) Look for allies who can have influence over your opponents. They could be influential colleagues, respected industry leaders, or even public figures. By enlisting the support of influential people, you can have a greater impact in influencing the opinions of your opponents.

Here are a few ways that I've employed in the past when driving change initiatives: - Stone-cold approach - Present facts, evidence-based research, and remove emotion from the conversation. (Only works for highly logical/cognitive individuals. - Fire Approach - Create a sense of urgency to move the change along. Because our human nature perceives all change as dangerous, creating a sense of urgency pushes people out of the comfort zone. - Rapport Approach - Invest time in personally learning about the person and build rapport with them. You'll better understand their motives, values, and goals. - Multi-channel Approach - If I'm unable to convince someone, I shift to influencing one of their credible friends or colleagues.

Understand the concerns of those who may resist change and address them directly. Develop and share content debunking common misconceptions about the proposed changes. The most effective approach to working with opponents is to be inclusive. Instead of ignoring them, it's crucial to give space to those who criticize with respect. By fostering an environment where opposing viewpoints are acknowledged and respected, you create a platform for constructive dialogue. This inclusivity not only demonstrates a commitment to diverse perspectives but also provides an opportunity to address concerns and build a more robust case for change.

Yes, we cannot ignore or avoid our opponents. Neither we need to bother or plan to influence them. We need to plan a better strategy and start working at it with full confidence. All others will fall in line gradually.

Educating neutrals, or those who are undecided or uninvolved in the issue, requires a different approach than influencing opponents. Here are two strategies that have worked for me: 1) Use real-life examples or personal anecdotes to make the issue tangible and emotionally resonant to capture their attention and interest. 2) Offer additional resources, such as articles, studies, or expert opinions, that neutrals can explore on their own. This allows them to delve deeper into the topic and gain a more comprehensive understanding.

Neutrals should not be overlooked. These individuals have opinions about the change - they are just not as vocal about them. Tap into their perspective. What are their hesitations? What are their hopes? Really get to know them and attempt to address or affirm those thoughts. They are often neutral because they don’t have enough information to make a decision. Provide all the current facts, projected plans, potential challenges, and the overall vision. The more they know, the more confident they will be to move forward - even if they still have some hesitation.

In the event of a change, most individuals want to know the following three things: 1. What does this change mean for me? 2. Why is it happening? and 3. What will it look like when the change has been made? Addressing these foundational questions might seem simple, however, these are very often missed. A lot of the time, individuals might not need over the top inspiration to accept change; but rather clarity and transparency. Individuals generally shift to a more neutral or positive view of change when they receive the necessary information about the change. Moving change along does not have to be complicated.

Liderando varios proyectos con líderes he identificado que los neutrales no existen, siempre tendran una inclinación, ahora bien, si en realidad esto sucede es porque se pueden evidenciar vacios en temas muy importantes en cualquier organización como lo son la cultura y los valores. Compañías con valores y cultura definida deben llevar mensajes hacia sus colaboradores indicando el norte y el propósito de la misma. Si esto se hace de la forma que debe realizarse los neutrales desaparecen y deben tomar posición frente a los procesos, áreas u objetivos que impacte el cambio.

Las personas neutrales manifiestan una aptitud ambigua, puesto que no sabes muchas veces a que es debida su falta de impulso. La estrategia en estos casos es mantener una comunicación abierta y honesta. Esto implica no solo transmitir información, sino también escuchar y entender las preocupaciones de estas personas. La comunicación efectiva y transparente ayuda a despejar dudas y fomenta un ambiente de confianza que suele atraer hacia el apoyo a este perfil de personas.

Yes, building a coalition of support for change is not a one time event, it is a continuous process of aligning stake holders with their full potential. This requires our effective and constant leadership proactiveness.

Para monitorear y adaptar el proceso de cambio dentro de una organización podríamos utilizar la metodología (OKR), considerando tres estrategias básicas: Establecimiento de OKRs claros medibles y específicos alineados con la visión del cambio deseado. Estos deben ser lo suficientemente flexibles para adaptarse a cambios inesperados, pero lo suficientemente concretos para mantener el enfoque en los resultados deseados. Realiza una revisión y ajuste periódico de los objetivos y resultados, para evaluar el progreso y la eficacia del cambio. Identificando áreas de mejora, desafíos y obstáculos. Fomenta una Comunicación y feedback continuo utilizando los OKRs como una herramienta para facilitar discusiones sobre el cambio a implantar.

Monitoring and adapting involve consistently assessing the situation and adjusting strategies accordingly. It's about staying attentive to changes, gathering feedback, and being flexible enough to modify approaches as needed. By constantly evaluating progress and being open to adjustments, you can effectively respond to evolving circumstances, ensuring continued effectiveness in achieving your goals.

From my experience, two key elements are crucial at this stage: measuring the progress elements through indicators and evaluating the performance of implemented initiatives. This approach allows for both quantifying and, more importantly, qualifying the true results of the change. By systematically assessing key performance indicators and initiative outcomes, you gain valuable insights that enable informed decision-making. This data-driven approach ensures that your adaptation strategies are not only timely but also precisely aligned with the evolving needs and challenges encountered during the change process.

Construir uma visão é um esforço contínuo. Medir o progresso implica em acompanhar sistematicamente e dar feedbacks frequentes. É importante celebrar os sucessos e as melhorias, principalmente compartilhando a experiência com os outros. Você precisa identificar os desafios e os riscos às ações do acordo, mantendo as pessoas informadas, engajadas e motivadas!

It has been my experience that on a well run project with a fully functioning change management team, those on the change team know the stakeholders and how the project will impact them better than anyone else in the organization. Change management cannot be done in a hands off manner! The people doing change work need to know the jobs that are being impacted, the details of how they’re being impacted and how to mitigate those impacts. Simply serving as conduits of information or facilitators of gatherings is not going to be enough to generate compelling impacts from investment in change management.

The key lies in the impacts; the more impacts, the more people on board, and the more people on board, the greater the chance of project success. Never cease to communicate, communicate, and over-communicate. Consistent and transparent communication is the linchpin that ensures everyone understands the purpose, progress, and benefits of the change. It not only builds trust but also fosters a shared commitment, creating a ripple effect of positive engagement throughout the project. Remember, in the realm of change, effective communication is the catalyst for widespread understanding and success.

LISTEN AND COLLABORATE. Empower others to share their ideas and input and be open to different perspectives. Creating a sense of inclusivity and collaboration will make people feel invested in the cause and more likely to support it.

The FIRST step before any of the steps indicated here is to involve stakeholders at all levels of organization in crafting the WHY change needs to occur and allow them to PARTICIPATE in creating the change strategy. If folks have a clear picture of why the change is necessary and can participate in creating the change, they are more likely to willingly devote their energy, talent and care to the initiative. It is a question of engagement first.

La combinación de empatía y gestión ágil de conflictos crea un marco sólido que facilita el proceso de cambio en las organizaciones. Los líderes empáticos que son hábiles en la gestión de conflictos pueden; 1.- Entender las necesidades emocionales y profesionales de las personas del equipo afectados por el cambio y diseñar estrategias más efectivas y menos disruptivas, facilitando así una transición más suave. 2.- Identificar, abordar y resolver desafíos u disputas que puedan derivar en un conflicto, de manera eficiente y constructiva. En un proceso de cambio, donde las tensiones pueden ser altas, una buena gestión de conflictos es esencial.