You're navigating changes in business strategy. How can you ensure stakeholders at all levels are on board?

Getting everyone engaged early sets the foundation for buy-in. On a recent project, I held kickoff sessions with both execs and frontline teams, making sure everyone was heard before any decisions were locked in. It gave stakeholders a sense of ownership and allowed me to preempt concerns. This collaborative start made the transition smoother and instilled confidence across all levels.

Acredito que planejar, engajar e comunicar é um bom pontapé. Para que isso seja possivel, desenvolva um plano de implementação detalhado, com prazos e responsáveis por cada etapa. Explique de forma clara e concisa os motivos que levaram à mudança da estratégia. Apresente a visão de futuro da empresa e como a nova estratégia contribuirá para o alcance dos objetivos. Utilize diferentes canais de comunicação para atingir todos os públicos, desde e-mails e reuniões até plataformas digitais e intranet. Mantenha as partes interessadas informadas sobre o progresso. Reconheça e celebre as conquistas ao longo do processo para manter o engajamento.

Engaging stakeholders early sounds great, but it can also create resistance if not handled thoughtfully. People fear the unknown, and inviting them in too soon can actually amplify that fear. Business philosopher Peter Drucker once pointed out that involving people is essential, but structure and clarity should come first—confusion kills buy-in. Set a clear, well-thought-out foundation before bringing everyone to the table. Early engagement works best when stakeholders feel the direction is clear, not chaotic.

Clear, concise communication is a game-changer. I once led a strategy pivot, and instead of bombarding stakeholders with jargon-heavy updates, I kept messages straightforward and actionable. This approach bridged gaps, especially for non-technical teams, and avoided confusion. Clear updates at every phase showed transparency, building trust and reducing resistance.

I always try to highlight “what’s in it for them” when implementing new strategies. In one case, aligning the new goals with personal KPIs helped shift focus from disruption to benefit. I took time to map out how each team’s work would directly impact the company’s growth, which resonated deeply and kept enthusiasm high.

Support is essential during change; people need to feel like you have their back. I organized hands-on workshops and one-on-one meetings to help each team integrate the new strategy smoothly. This tailored support system minimized the learning curve and reinforced that their success mattered to me, encouraging everyone to embrace the transition.

Tracking progress helps validate the strategy and keeps stakeholders engaged. I remember implementing a bi-weekly progress report system in a challenging restructuring project, where small wins were celebrated to maintain momentum. This visibility into achievements, even minor ones, kept spirits up and reminded everyone why we were pushing through the changes.

Frequent tactical adjustments may show flexibility, but too much change can feel like instability. As Warren Buffett says, “a stable hand builds confidence”. Constantly tweaking the plan can give stakeholders whiplash and make them doubt the strategy’s foundation. Instead of continuous adjustments, prioritize only significant, high-impact tweaks. This approach demonstrates flexibility without making stakeholders feel like they’re on a sinking ship.

Flexibility is crucial—sometimes, strategies need realignment based on feedback. In a rollout that initially met resistance, I adjusted certain elements and presented these tweaks as improvements driven by their insights. Stakeholders saw that I valued their feedback, which helped reinforce their commitment to making the strategy work.