Engaging the change-resistant stakeholder

Businessman and author Philip Crosby said, “Slowness to change usually means fear of the new.” I’d add something to this: people also fear letting go of the old, especially if they believe that doing so will result in a loss of power or prestige.

Identifying and understanding that fear is critical to engage the change-resistant stakeholder. Here’s how:

Let the risk management plan provide the magicthat calms the fearful stakeholder. Rather than using a generic risk management plan, draft a more focused organisational change plan, concentrating on the particular issues of concern to the change-resistant stakeholder.

Involve the stakeholder.Reach out and engage hesitant stakeholders in the decision-making process and creation of new business processes. This provides a sense of ownership and control, which can ease the stakeholder’s discomfort. Check in with them along the way to determine if there are other ways they can be involved that will make them more comfortable.

Break the change down into smaller pieces.The complexity that comes with significant changes can be a major source of discomfort for stakeholders. Work with hesitant stakeholders and help them recognize each step of the change process. It is easier to grasp the benefits and risks of a change when laid out in a step-by-step fashion.

Support and train your fearful stakeholders. The greater the understanding of a change and its potential impact on someone, the more comfortable they tend to feel. Ensure the fearful stakeholder receives any training they feel they need. When appropriate, having a project manager provide that training can offer a sense of support and ownership for the stakeholder’s well-being, making a significant difference in their comfort level.

Let them vent. Dealing with doubts and fears is a human process. Take time to listen to a stakeholder’s concerns, without trying to correct them or pass judgment. Follow up with questions like “What can I do to make you more comfortable with this change?” or “What outcome would be the most positive for you and your organization?” Doing so can be a catalyst for changing the thinking of your fearful stakeholder.  You may also receive insights that help you help them.

Be transparent and convey reality. Not all projects will benefit all stakeholders. Some may be facing a job change they don’t desire, or may not have a job at all after a project is implemented. Don’t sugarcoat that reality; maintain your integrity. Be sensitive, but always convey the truth. Collaborate with your sponsor and senior management to develop the messaging that will be provided to stakeholders who are facing an unwanted transition.

Follow this advice and you’ll be recognized as a person who, with integrity, brings in the new, avoiding surprises for both enthusiastic and apprehensive stakeholders.

This article is based on my LinkedIn Learning course entitled Project Management: Setting and Managing Expectations