“Stakeholder engagement is pivotal to the whole process of effective change. It is the essence of leading through influence.”
Patrick Mayfield
In today’s rapidly evolving business landscape, successful change management requires more than just focusing on tasks and processes. It necessitates the active engagement of stakeholders at every step. In this article, we explore the framework presented by Patrick Mayfield, which emphasizes the importance of stakeholder engagement in driving effective change. By understanding the principles of stakeholder engagement and their practical application, change managers can navigate the complexities of change with greater success.
I. The Power of Stakeholder Engagement in Change Management
A. Leading Through Influence
To truly lead change, it is crucial to recognize that influence extends far beyond authority. By understanding stakeholders, prioritizing their needs, and mobilizing their support, change managers can create and sustain the momentum required for successful transformation. For example, by involving key stakeholders in decision-making processes, a change manager demonstrates a commitment to inclusivity and gains valuable insights that contribute to informed decision-making.
B. Recognizing the Importance of Engaging People
Humans are inherently social beings, finding meaning and purpose through connections and relationships. Research has shown that change managers who invest time and effort in engaging with stakeholders achieve better results than those solely focused on technical and process aspects. For instance, by actively seeking input and feedback from employees, a change manager fosters a sense of ownership and empowerment, driving greater commitment and collaboration.
C. The Pull of People Engagement in Change Management
Engaging with stakeholders goes beyond a mechanical process of change. It forms the very fabric that contextualizes and frames change management initiatives. Without meaningful engagement, change efforts lack the necessary traction for long-term success. Consider a scenario where a change manager fails to communicate the benefits and rationale behind a proposed change to key stakeholders. In such cases, resistance and misunderstanding can hinder progress, resulting in suboptimal outcomes.
II. The Role of Relationships in Change Management
Change managers who allocate discretionary time to engage with stakeholders demonstrate a leaning toward people, building stronger relationships and promoting buy-in. They recognize the significance of nurturing these relationships to enable effective change. For example, by fostering open channels of communication and building trust among stakeholders, a change manager encourages collaboration and knowledge-sharing, ultimately enhancing the success of the change effort.
Moreover, change managers who take calculated risks, observe responses, and adapt their strategies exhibit a leaning toward action, ensuring the change journey remains dynamic and responsive to evolving circumstances.
For this to happen, change managers must adopt a progressive view of engagement, treating people as unique individuals with their own motivations, emotions, and concerns. By embracing conversations and genuinely listening to stakeholders, change managers tap into a wealth of ideas and perspectives. For instance, by conducting focus groups or surveys to understand the concerns and expectations of stakeholders, a change manager can tailor change initiatives to address specific needs, ensuring higher levels of engagement and support.
III. The Seven Principles of Stakeholder Engagement
According to Patrick Mayfield, there are 7 principles for successful stakeholder engagement.
Principle 1: You can forget important stakeholders, but they won’t forget you
By acknowledging the significance of all stakeholders, even those who might be overlooked, change managers can avoid potential resistance and negative impacts. For example, a change manager leading an IT system implementation should remember to involve end-users and gather their feedback, ensuring the system aligns with their needs and minimizing resistance to change.
Principle 2: Shareholder identification is a continuous practice
Change is a dynamic process, and new stakeholders may emerge while others fade away. Regularly reviewing and reassessing stakeholder identification allows change managers to maintain effective engagement strategies throughout the change journey. For instance, a change manager leading a company-wide rebranding effort should continuously identify new stakeholders, such as external partners or customers, to ensure their perspectives are considered during the change process.
Principle 3: Prioritizing and segmenting stakeholders is a moment in time
Prioritizing stakeholders based on their influence and impact is crucial for effective resource allocation and communication strategies. Change managers should regularly re-evaluate stakeholder priorities to ensure alignment with evolving project needs. For instance, during a product development process, a change manager may identify a change in customer preferences, prompting a shift in priority from internal stakeholders to external customers.
Principle 4: Some stakeholders are best engaged by others
Change managers should recognize that they may not always be the best person to engage certain stakeholders. Identifying influential individuals or groups within the stakeholder network and leveraging their relationships can enhance engagement outcomes. For example, a change manager implementing a sustainability initiative may engage influential employees who are passionate about environmental issues to champion the cause within their respective departments.
Principle 5: Seek first to understand, then be understood
Active listening and empathetic communication are vital in stakeholder engagement. By genuinely understanding stakeholder perspectives and concerns, change managers can tailor their communication to address specific needs effectively. For instance, a change manager introducing a new remote work policy should conduct focus groups to understand employees’ concerns and provide clear, empathetic explanations about how the policy benefits both the company and individual employees.
Principle 6: Emotion trumps reason
Emotions play a significant role in stakeholder engagement. Change managers should acknowledge and address emotional responses to change, as they can greatly influence stakeholders’ attitudes and behaviors. For instance, during a merger or acquisition, change managers should anticipate and address employees’ fears and anxieties, providing reassurance and support throughout the process.
Principle 7: Demonstration trumps argument
Actions speak louder than words in stakeholder engagement. Change managers should actively demonstrate the benefits and value of the change through tangible results, inspiring stakeholders to become advocates for the change. For example, a change manager implementing a new customer service approach should share success stories that highlight improved customer satisfaction and increased loyalty, thereby reinforcing the positive impact of the change.
A Journey Towards a Pro-Change Organization
Effective change management requires a comprehensive approach that acknowledges the power of stakeholder engagement. By understanding the principles of stakeholder engagement and applying them throughout the change process, change managers can cultivate meaningful relationships, drive collaboration, and ensure successful outcomes. By prioritizing people and leveraging relationships, change managers can navigate the complexities of change with confidence, inspiring stakeholders to embrace the journey towards a pro-change organization.