How do you build commitment with change management tools?

Change is inevitable, but not always easy. Whether you are leading a team, a project, or an organization, you need to build commitment from your stakeholders to successfully implement change. But how do you do that? In this article, we will explore some change management tools that can help you engage, communicate, and motivate your audience throughout the change process.

Top experts in this article
Selected by the community from 56 contributions. Learn more
Earn a Community Top Voice badge
Add to collaborative articles to get recognized for your expertise on your profile. Learn more

  • Basel Wasif
    Commercial Director | MBA | Circular Economy | Engineering | Sustainability | RICS | MCIArb| PMP|
  • Moez Youssef
  • Healthcare Equity | Ethics | Risk Management | Global Health | Ethics, Risk & Compliance Director at Novartis
  • Pholile Dlamini-Shakantu
    Eswatini Justice Minister, Member of Parliament. Empowering Dreams & Creating Equal Opportunities

Assess readiness

Before you launch any change initiative, you need to assess the readiness of your stakeholders. How aware are they of the need for change? How willing are they to support it? How capable are they to adapt to it? You can use tools such as surveys, interviews, focus groups, or SWOT analysis to gather feedback and identify gaps, risks, and opportunities. This will help you tailor your change strategy and address any resistance or concerns.

Add your perspective
  • Effective communication is essential for building commitment to change. This means communicating the need for change clearly and concisely, as well as the benefits of change. Allow people to participate. When people are involved in the change process, they are more likely to be committed to it. Provide continuous training as it helps people to understand the change and how it will affect them.

  • – in relation to the change; I would add that the change should factor in a dynamic component. Today’s world is moving at a staggering level and a change once fully aligned, tested and implemented might already be suboptimal or even obsolete. – in relation to the stakeholders, it’s key to understand their incentives and depending on the organisation complexity, build a stakeholder map including the different groups. Also, identify sponsors within the stakeholders group to help advocate for the change and build confidence.

Use these 5 CHANGE MODELS 1. The Bridges’ Transition Model states that change requires individuals to go through 3 stages: endings, the neutral zone, and new beginnings. 2. Kotter’s 8-Step Model: create urgency, form a coalition, develop a vision, communicate the vision, empower employees, create quick wins, consolidate improvements, and institutionalize new approaches. 3. Lewin’s Change Model proposes a 3-step process: unfreeze, change, and refreeze. 4. The ADKAR Model emphasizes 5 outcomes: awareness of the need, desire to support, knowledge of how to change, ability to implement, and reinforcement to sustain. 5. McKinsey’s 7-S Model highlights 7 factors for change: strategy, structure, systems, skills, staff, shared values, style.

  • In my experience, communication is key in successfully managing any change project. Take time to engage ALL stakeholders (everyone that is part of the change and those who will be affected by the change). To convey the message effectively, your content and method of communication must be customized to suit the needs of each stakeholder involved.

Define vision and goals

A clear and compelling vision and goals are essential for building commitment to change. They provide direction, purpose, and alignment for your stakeholders. You can use tools such as vision statements, SMART goals, or logic models to define and communicate what you want to achieve, why it matters, and how you will measure success. This will help you create a shared understanding and a sense of ownership among your audience.

Add your perspective
  • And let’s not forget, as the change team understands the change better from its stakeholders, goals may need to revised to align better with the vision. It is not set in stone, but flexible to ensure a smooth transition to the ‘to-be’ state.

  • One thing I found helpful to remember if it’s “for the people,” it needs to be “by the people”. Identifying the right people to provide insight and expertise for the change(s), get their buy in, and they can assist in being change champions. The importance of collaborating and being flexible if things are not going as planned and prepared to pivot if needed.

Plan and execute communication

Communication is the key to managing change effectively. You need to communicate frequently, consistently, and transparently with your stakeholders throughout the change process. You can use tools such as stakeholder maps, communication plans, or channels matrix to identify and segment your audience, define your messages and methods, and deliver your communication in a timely and relevant way. This will help you inform, educate, and persuade your audience and address any questions or feedback.

Add your perspective
  • Best advice I can give on this stage is to simply spend a lot of time with your stakeholders at every level. You can’t expect that everyone just does what you need with no consistent communication: Corporate stakeholders = weekly/bi-weekly steering committees that are well run so people show up The most effected stakeholders = in person touchpoints frequently. For example, a retail operations change effects store staff the most. So you would be in-store with them often to provide training/support/address concerns/resistance.

  • Communication is not only about sharing information. It’s also about walking the talk. Transforming a company can be compared to sailing a boat in a storm. Team members will have a hard time through the journey. Some might not make it to the end. When they look at who’s holding the rudder, they need to see you, and thrust that you will steer the boat to a safe haven. So be on the deck as much as you can.

Involve and empower

One of the best ways to build commitment to change is to involve and empower your stakeholders in the change process. You can use tools such as workshops, brainstorming sessions, or co-creation platforms to solicit input, ideas, and feedback from your audience and incorporate them into your change design and implementation. This will help you foster collaboration, innovation, and buy-in among your audience and leverage their skills and knowledge.

Add your perspective
  • Tools matter – and what matters even more is understanding the greater context: 1) What is the corporate culture like? Is it detrimental to the change or will it enable it? 2) What will the approach be based on – a top-down or a bottom-up approach? Your clients might not be aware of these questions; they need to be raised at the beginning of the change.

  • It’s absolutely necessary to get a current state assessment from your stakeholders including those working directly where the change will meet day to day work. Having this point of view allows for visibility to the macro and micro aspects of the change process, including the impact on people, process and technology.

Recognize and reward

Change can be challenging and stressful for your stakeholders. You need to recognize and reward their efforts and achievements along the way. You can use tools such as appreciation cards, recognition events, or incentive programs to acknowledge and celebrate the contributions and successes of your audience and reinforce the desired behaviors and outcomes. This will help you motivate, inspire, and retain your audience and create a positive change culture.

Add your perspective
  • A team I was part of once held a «stakeholder thank you» celebration lunch in the office auditorium. We invited everyone that played a role in our most complex projects and had a great time recognizing, updating and getting everyone excited for what’s next. It cost a little bit of money and quite a bit of time to prep/set up but was 100% worth it. No other team was doing this! We made people feel special.

  • Ensure everyone knows the correct success measures and celebrate the little wins along the way as well as the big milestone achievements.6Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?


"A un Click de ser Feliz"

últimas plazas disponibles