Who are your stakeholders really?
They are not always the ones on the organisational chart. Sometimes, it is that person whose opinion everyone respects, even without a formal title.
Mapping stakeholders is more than listing names; it is understanding who influences whom.
Connection before communication
Before communicating change, it is essential to connect with people’s pain points, expectations and resistance.
Ask yourself, ‘What does this change mean to this person?’
Empathy is the first step toward commitment.
Commitment comes from co-creation
Invite stakeholders to co-create solutions. When they participate in the construction, they become natural advocates for change.
The feeling of belonging generates commitment.
Not everyone will support you, and that’s okay
Some stakeholders may resist. The secret is to understand why and act with emotional intelligence.
Resistance can be a form of care and should be treated with respect.
Examples that inspire practice
Below are some examples that illustrate how connection and commitment can make a difference in change processes. These cases demonstrate that listening to and including stakeholders is critical to success.
Insight that became opportunity
During a tool change process, legitimate concerns arose about the impact on operations. Instead of following a rigid plan, we decided to listen to those concerned voices and transform those fears into opportunities.
The result was valuable learning that strengthened trust among those involved and revealed the need for adaptations to ensure the effectiveness of the change.
The key contributor who needed to be heardIn a transformation initiative, a contributor with strong informal influence was excluded from initial discussions. Their silent resistance affected the team’s morale and delayed adoption.
Upon identifying the situation, we included them in strategic conversations and listened to their concerns.
The result was a change in stance: he went from critic to ally, redirecting his influence to support the transformation.
Change ambassadors in actionDuring an organisational transition, we knew that change could cause uncertainty. We created a group of ambassadors who acted as intermediaries between the team and management.
This resulted in more empathetic communication, more precise adjustments, and an increased sense of belonging among employees.
And you?
Change begins with connection, and connection is built through listening, empathy, and presence.
Which stakeholders do you need to listen to today?
