CHANGE MANAGEMENT WITH MULTIPLE INVESTORS AND STAKEHOLDERS

Dynamic Leadership Discussions


LSDS recently hosted a conversation between MG(R) Kurt Sonntag and Strategic Leadership Team Director, COL Brad Moses, to discuss a topic on many minds: Change Management with Multiple Investors and Stakeholders.


The key take-away and best practices from Brad and Kurt's 15-minute conversation are summarized below. Click to listen to the full 15-minute recording.


Interested in participating in the upcoming live Q&A session? Send your questions about the topic below, or anything else on your mind, to ops@lsds.us to be selected for this next engagement.

 

Host: Brad Moses


Guest: MG (R) Kurt Sonntag:

Kurt spent 3 decades in the U.S. Army leading Special Operations forces, with a culminating role of Commanding General for the John. F. Kennedy Special Warfare Center & School at Fort Bragg, NC. When considering experts to discuss Change Management with multiple stakeholders, Kurt has led this effort in probably the most difficult times in our nation’s history from a seat at the world’s largest institute that produces special operations INDIVIDUALS.


On this Topic: Change is constant for organizations. Leader influence and awareness to make change positive is key.


Key Take-Away for Change Management Discussion with MG (R) Sonntag

  • Understand the problem

  • Visualize solutions from multiple points of view

  • Realign resources toward critical components of change, assess and adjust.

  • Consistency in messaging

  • Ownership

  • Talent management

What are some best practices MG (R) Sonntag used to align stakeholders for a significant change when needed?

1) Stakeholders buy-in is important to make the Right change. There are times that internal stakeholders will resist change; It’s an uncomfortable change from normalcy.

a) You must balance supply and demand, in a “no-growth-environment” to produce Army Special Operations forces and High-risk advanced training of professionals.


2) Communicate required changes realized from the operational force (client/customer) to influence institutional historical nuances that may have may have been mired in bureaucracy.


3) It is critical to manage talent within your organization to move change forward.