Here's how you can strengthen relationships with key stakeholders and increase your chances of promotion.

In the heart of North America, our C&IP client faced a formidable task: ushering long-serving employees into the digital era. These loyal team members, with decades of institutional memory, had witnessed the evolution from typewriters to touchscreens. My mission was twofold: introduce them to the digital ERP platform and nurture their embrace of change. With empathy as my guiding star, I translated technical jargon into relatable concepts, celebrated their legacy, and assured them that their journey into the digital landscape would honor the past while embracing the future.

Enge Beziehungen zu Stakeholdern entstehen vor allem dann, wenn man versteht, was sie brauchen oder welches Problem man für sie lösen kann. Das ist kein statischer Zustand, sondern erfordert regelmäßigen Austausch z.B. in Form von Lunch Dates o.ä. Dabei muss es nicht immer formell sein, sondern es geht darum, zuzuhören und zu verstehen.

I recently led change management for migration projects that posed numerous unknowns. Given the novelty and unprecedented scope and size for our organization, all teams initially operated in silos and lacked ownership. As the change leader, I established open lines of communication to differentiate between what was known and unknown. We acknowledged that this was a collective effort requiring the assistance of extended teams. This shift in mindset—fostering transparency, unity, and a sense of shared purpose—proved transformative. We began approaching the problem collectively, engaging senior stakeholders to align decision-making and project tracking. Regular updates ensured the project’s steady progress, leading to successful implementation

To effectively manage change, it is crucial to engage with teams, initiate conversations with sponsors, and position oneself as a trusted advisor. In my work with a US state government client, I collaborated closely with state leadership to grasp their vision. Simultaneously, I worked alongside the program team to understand the future state of design. Recognizing that state government employees, who were directly impacted by the planned changes, had not been consulted, I proactively engaged with them. By understanding their perspectives and challenges, I gained valuable insights that enriched our solution. With their buy-in, I circled back to sponsors, fostering trust and delivering sustainable solutions with unwavering integrity.

Organizations initiate change when they experience pain or face challenges related to performance, operations, ROI, customer satisfaction, and the need to increase revenue—key metrics and performance indicators. In a recent client engagement with a financial institution, I served as the change lead. My role involved driving a change program that focused on process improvement, orchestration, automation, and digitization solutions. The goal was to deliver tangible business value and outcomes for over 300 employees. We communicated the call to action at the program’s outset to build alignment and trust. Additionally, we shared the vision of change with stakeholders, emphasizing the benefits of process improvement to enhance the bottom line

As a US Insurance Operations Manager, I've found that building strong partnerships with underwriters and regulatory authorities is crucial. For example, by regularly engaging with underwriters to align on risk assessment strategies and compliance standards, we've enhanced our operational efficiency and minimized claims disputes. Additionally, fostering open communication and mutual respect with regulators has facilitated smoother audits and approvals. These relationships not only strengthen our business outcomes but also position me for advancement opportunities by demonstrating proactive leadership and collaborative skills.