You need to understand the undercurrents before you can change the tide

When undertaking a transformative change program the better you understand the 'current state' of your organisation the more likely you are to succeed. Lets face it, all organisations have the 'face' they like to show the outside world, their brand and then there is the real dynamics within an organisation that have it operate. Now internal dynamics aren't a bad thing, they are just dynamics that exist. And if you understand them then you can work with them to ensure change and transformation is embedded. If there are negative undercurrents that exist then you need to understand them to be able to effectively navigate potentially 'rough waters'.

Explore what lies beneath... 

Who are the influencers, what connections exist? The who do you need to get on board with your program so it can be a success? Hierarchy is the formal way in which to set up a change success, however if you ignore the informal networks then it is at your own peril. In some organisations the informal networks are in fact more influential than the formal ones.

How do you gauge the undercurrents? Don't be fast to make assumptions, and listen and learn in the first 30 days you are working on any change strategy. Note those who may not be on board with the change (regardless of their position) and spend time with them to understand why. See how impactful their hesitation is to others to gauge whether they are a person of real influence or not. In all of this however, authenticity is key, and establishing true relationships will always result in a better outcome.

So create your stakeholder engagement framework, but you also need to acknowledge that leadership takes form at all levels and engage those leaders who may not have the title but certainly take the right action.

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