When starting a new change management project, the step is to put together a strong team with relevant experience. Project Manager should educate all the team members on the importance of the proposed change. All the important milestones and timelines should be informed to the team and updates to them should be openly discussed. It’s important to maintain a transparency with the team at all points of time throughout the project. Any suggestions and feedback from the team should be welcomed. Project Manager should build trust amongst his team members to get continuous support from the team members.

One of the most efficient ways I have found helpful is to identify and empower "influencers." Beyond formal leaders, there are informal influencers within any organization—employees whom others trust and follow. Engaging these individuals early can create ripple effects across the workforce. For example, identifying a few mid-level managers who have significant influence among their peers and empowering them to communicate and advocate for the change can significantly improve adoption rates.

1) Understand the stakeholder landscape - org structure, spheres of influence/impact/interest. Win/loss propositions. 2) Create a compelling narrative that includes as many of the influencing / impacted / interested stakeholders as possible. 3) Use org design principles to mitigate downsides for stakeholders who may lose control / authority / influence, and propose alternative options, whether in org structure or business value. 4) Engage the stakeholders in appropriate cadences with transparency across levels to build trust and pulse sentiment. 5) Create forums - online, offline and in-person to engage, communicate, recognise, reward and reinforce wins. 6) Identify and leverage the social power of change agents

We can strengthen our coalition by actively listening to concerns and ideas from the start, showing that every voice matters in shaping the change. This kind of openness helps people feel like partners, not just participants. Another way is to highlight small wins early on. When we showcase tangible progress, it energizes the team and reinforces belief in the initiative. These successes remind everyone why the change matters and make it easier to rally continued support as challenges arise.

Leading a change depends on measuring the impact of change, risk and DR. Now firstly we need to know the direct and indirect SH and impact on them. What are the risk attached and rollback options available before start collaborating with all stakeholders. Once all critical components considered and all important SH are on same page the execution will be flawless and cost effective.

Having go a strong sponsor who can influence the decisions on higher levels is key in making changes happen. True sponsors talk the talk and walk the talk as well by being as role model by embracing the new way of working and supporting easy transitions to the new change

Engage stakeholders has Always been crucial: 1. Identify and ensure the support of a "Strong enough" sponsor, that is to say someone who has the authority to influence key stakeholders. 2. Engage users as early as possible in the project. If they are part of the solustion designe, adotpion will become easier. 3. Identify and use champions, from the user community to spread the word. Communication is key, and need to be based on : 1. The why: why is the change mandatory, what is broken, what is teh future state looking like. 2. A deep and role by role analysis of "What is in it for me". It is also key to reward the adotpion of the future state and evaluate the need for reinforcement. Never let a change without support and guidance

Rallying support for a change initiative starts with truly understanding the people involved. Who are the champions ready to drive the change? Who’s on the fence, and who might have concerns? Once you’ve mapped this out, take the time to dig into their perspectives—what’s motivating them, or holding them back? By analysing their perspectives and motivations, you can tailor your approach to address concerns, build trust, and highlight shared goals. This targeted engagement not only builds support but also ensures the change initiative aligns with the needs and values of all parties, increasing the likelihood of a successful change.

The concept of building a coalition for change goes beyond engagement and communication. It is ownership. I believe that, in addition to getting their buy-in, giving the role to key stakeholders turns them into advocates. Moreover, in engaging with concerns, understanding them and showing empathy transforms skeptics into supporters.