Como você gerencia as expectativas das partes interessadas com diferentes níveis de influência no processo de mudança?

Para identificar e entender meus stakeholders, reúno minha equipe para um brainstorming, considerando todos os possíveis interessados. Agrupo-os por nível de influência e interesse, criando um mapa visual para priorizar o engajamento. Analiso as preocupações e interesses de cada grupo, identificando os principais influenciadores para construir relacionamentos estratégicos. Monitoro regularmente o mapa de stakeholders e ajusto as estratégias conforme necessário. Ao dedicar tempo para entender as diferentes partes interessadas, fico mais capacitado para adaptar a comunicação, abordar preocupações e obter o apoio necessário para uma implementação bem-sucedida da mudança.

To manage stakeholder expectations with varying influence in the change process, start by identifying each stakeholder's level of influence and interest. Tailor communication to match their needs: provide detailed updates to high-influence stakeholders and broader overviews to others. Establish clear, realistic goals and timelines, ensuring transparency about potential challenges. Engage stakeholders through regular meetings, soliciting their feedback and addressing concerns promptly. Foster trust by consistently delivering on promises and demonstrating how changes align with their interests. Balancing attentiveness and transparency ensures all stakeholders feel valued and informed.

There is an old saying "you can't please all of the people all of the time" - what one stakeholder may value, the other does not - trying to keep everyone happy is different from trying to keep everyone informed and valued, even though we know that they will not all be satisfied with either the process or outcome..

Communication, and frequent! Especially if you have some stakeholders who are not 100% supportive, which happens with any change. The worst thing that could happen is that one of those individuals feels uniformed which can divert your energy to reactionary firefighting. Tell them what will happen, continue to tell them, tell them again before it starts, when it starts, while it is happening, etc. The process of early and often communication may uncover some other stakeholders and influencers too!

Make sure to include in Stakeholder list the ones directly and indirectly influenced by the project (primary and secondary stakeholders). Next, search for key stakeholders who might not be in the previous groups, but who can influence on the project, or who are important within or to an organization (holding high positions in organization hierarchy, key business partners, government agencies, etc). In some business projects even families of employees and landlords of commercial real estate might be stakeholders.

In my experience, this important part often gets overlooked or focused on a little too late. Within inclusion & diversity (I&D), organisations often underestimate the power of holistic communication. While it is absolutely crucial to develop a communication plan with key stakeholders (e.g. Head of Marketing & needs of other Head of), it is equally important to dive into the psychology of communication & identify which messages need to reach which stakeholder group at which point. Too often policies are updated to reflect important & impactful changes but employees have no idea about it! In a similar way, ERGs, middle-management & other less obvious groups are often underutilised in the process. A lot to do here but a lot of opportunities!

Once you identify and rank the stakeholders, you should go ahead and develop a communication plan that fits each stakeholder grouping.

When it comes to communication, consistent and repetitive messaging helps to thread in the work to everything you do. This keeps the work top of mind for leaders and individual contributors while also prioritizing it.

Developing communication plans is crucial and must be tailored to each stakeholder group. There's no one-size-fits-all approach. I customize communication strategies to address the specific needs and preferences of different stakeholders. For example, senior executives prefer concise, high-level summaries, while technical teams need detailed progress reports. I use various channels—such as emails, meetings, and newsletters—to ensure messages reach everyone effectively. Regular updates, feedback loops, and clear, transparent communication are key. By tailoring my communication, I can better engage stakeholders, address their concerns, and foster a more collaborative environment.

Similarly to holistic, effective communication, this point often gets overlooked - or other stuff is prioritised! However, it is vital that we engage not only regularly with the diversity stakeholders but that we do so in creative ways through diverse channels & platforms. A top-down approach is equally important as a bottom-up approach to provide information, receive feedback & input. Organisations which are successful in this area, prioritise their people, create a psychologically safe space, embed inclusion & embrace diversity & subsequently ensure that all employees have the opportunity to play an active role along the journey. This doesn't mean telling everyone everything all the time, but it means more listening than telling!

Regular engagement of the employees and management is important. Things should happen every day. Management should be kept informed. Highlight what is good in the change. It will make things easier.

We need to establish a platform for consistent engagement to facilitate regular progress feedback. This platform should be accessible to all stakeholders and the frequency of interactions should accommodate everyone. These updates can be communicated through face-to-face meetings, online meetings, status updates on online platforms, and other suitable means.

Never make the mistake of keeping stakeholders guessing what is happening in the organization. Always keep them aware of what is transpiring. That helps you avoid unnecessary gossip, resistance, and even strikes.

Engagement helps us move forward and puts a spotlight on blind spots that we can quickly address. Anyone who is doing change, knows and values the voice of the customer as a driver in helping stay agile and fluid.

Depending on the class of stakeholders, make it a point to address their concerns before it gets too late. As they say, 'Prevention is better than cure.'

Turn concerns into opportunities. Ask stakeholders about their needs and worries in the way to convert it into requirements. This way, the formulated requirements for the change management project can be addressed and incorporated well into project goals, project roadmap and risk management analysis. Valuable insights can be brought into communication strategy with other stakeholders, for example, at the step of user adoption to address common concerns and highlight problem solutions.

It's important to give every concern the attention it deserves to ensure the success of the project, including fostering teamwork. What may seem unimportant to one person could be significant to another, or it could potentially have a major negative impact later in the project. Therefore, it's crucial to provide reasons for accepting, rejecting, or adjusting suggestions or project inputs.

Ao lidar com as preocupações das minhas partes interessadas, vou além dos aspectos técnicos, considerando também as dimensões socioemocionais e inconscientes. Demonstro empatia ao reconhecer e validar emoções como ansiedade ou resistência, construindo confiança. Forneço explicações claras e soluções práticas, atento às necessidades emocionais subjacentes. Abordo com sensibilidade preocupações não verbalizadas, como medo da perda de status ou incerteza sobre o futuro, oferecendo tranquilidade. Quando as expectativas esbarram em limitações, sou transparente e discuto alternativas que equilibrem realidades práticas e bem-estar emocional.

You cannot keep treating stakeholders the same way. It is necessary to keep reviewing the ranks of stakeholders and their needs.

Monitoring progress and being agile in making adjustments is essential for successful stakeholder management. Transparency is key. Regularly tracking project milestones and seeking feedback allows me to identify any issues early and make necessary changes. I keep stakeholders informed about any adjustments or challenges, ensuring they understand the reasons behind these changes. This openness helps build trust and keeps everyone aligned with the project's goals. By staying responsive and transparent, I can better address stakeholder concerns and maintain a collaborative and supportive environment throughout the change process.

The power/interest grid framework is an extremely beneficial tool that can help manage stakeholders and their expectations. - Stakeholders with high power and high interest in the project: constantly engage and communicate with them - Stakeholders with high power and low interest in the project: actively consult them and seek their advice - Stakeholders with low power and high interest in the project: keep them informed and maintain their interest - Stakeholders with low power and low interest in the project: maintain contact but the effort and time investment can be minimal

reconhecer e abordar aspectos menos visíveis é crucial para obter apoio e minimizar resistência. A dimensão socioemocional engloba emoções, relacionamentos e interações sociais dos stakeholders. Construir vínculos, demonstrar empatia e comunicar-se claramente e com inclusão atende a necessidades emocionais, fomentando segurança e pertencimento. A dimensão inconsciente abrange medos, crenças e motivações subjacentes não expressas, influenciando percepções e comportamentos. Identificar e abordar preocupações inconscientes, como receio da incerteza ou desejo de valorização, cria um ambiente propício à aceitação e engajamento, através de comunicação cuidadosa que ressalte benefícios, reconheça contribuições individuais e ofereça garantias.