It’s the feelings that rule

The world has, yet again, learned a lesson: it’s crucial to consider the hearts and (often non-verbalized) feelings of those concerned as a priority in every major change. If you don’t, you may well face a surprise comparable to the one the world experienced after the US presidential election night in November 2016.  

You know you have a very sound reason for introducing a change. You also have a very influential group of ambassadors with a program backed up by a set of what are seemingly waterproof, factually unbeatable arguments and benefits in favor of the change. 

You have made sure all your stakeholders know all the good arguments, but what they will actually do is what they feel is the right thing, rather than what they say they will do either publicly (in opinion polls) or in corporate meetings. Even fact-loving intellectuals often just follow their heart, no matter how reasonable, wise, future-oriented and beneficial the whole set of arguments in favor of the change may be. 

What can you do? 

Speak to the hearts of those who you want to implement the change – and organize it so that they can use the language closest to their heart. If you cannot afford to translate your change messages and communications into your addressees‘ native languages, at least make sure they can provide feedback, suggestions and ideas, and also share their concerns in a language they feel truly comfortable with. And, most importantly: show that you actually actively listened and considered what you have heard in regular feedbacks to the community. Ideally through the voice of the sponsor, combined with an outline of how you will adapt the change approach as a result of people’s input.