How can you help leaders create a sense of urgency around change?

What I have found helpful in creating a sense of urgency is a clear articulation of the impact/benefit and the consequence of delay. The impact and consequence do not have to be precisely quantifiable, which is where a lot of change specialists end up spending significant effort. It's about having a targeted impact statement for each audience you speak with and being able to provide them with a simple but credible narrative on why they should come along on the journey.

In my experience if you can show the WFIM (what’s in it for me)to the team it helps them understand and buy in more. Also, if they feel like they have a stake in the decision it helps too

In today's landscape, we have so many problems to tackle all with a sense of urgency. Any change should address a problem if it does not one can wonder whether the change is relevant? Relevant change addresses existing problems, does not create non existing ones. :-) Therefore, the initial step is to identify the problem—this relevance fuels the sense of urgency. By pinpointing the problem the change aims to solve, one gains a potent communication tool that drives urgency effectively.

In my experience the need to clearly articulate the need for change is important. You’ve got to explain the reasons behind the change, highlighting potential benefits and consequences of not changing

Before this you need to address the process of change and peoples differing responses to change. Address the common myths about change and help individuals develop strategies to help them work through the change. In essence develop peoples understanding of change and the skills and processes required to deliver it.

Inspire people to work towards what the future would look like by taking them on the journey and providing clarity of what this vision is

Handle Differences of Opinion with Care - If proper due diligence has been performed to define the transformation plan — that the proposed change is expected to produce necessary results and help organization to get back on track or necessary for its growth , recognize the fact that not everyone will support the change and it is absolutely OK to still Go ahead but with caution.

En mi experiencia es muy importante dar a conocer la información a todo el equipo, es muy importante que conozcan el porqué de la decisión de cambiar y además mostrar indicadores esperados al respecto, con la finalidad de hacerlos parte integral y mostrar la necesidad del cambio. Además cada integrante debe saber cómo será parte de este cambio y la importancia de su rol en todo esto.

Celebrating milestones and other wins during the course of the project is low-hanging fruits for the change manager to "sell" the change to the organization and make it sustainable. Despite this, many change projects only celebrate after the project is complete.

I make it a priority to communicate back to stakeholders how their input is shaping the journey, validating their role in the process. This transparency shows that the process is dynamic, not static, and that each piece of feedback is a gear turning the wheels of change. By illustrating the evolution of change through their eyes, stakeholders become co-authors of the change narrative, reinforcing both the urgency and their commitment to the shared vision. This flexibility demonstrates resilience and adaptability—key qualities for successful change in today's fast-paced world.

Change is deeply personal. Great leaders navigate the uncertainties of change, offering insights and highlighting opportunities, as needed. We can leverage this influence and socialize urgency by establishing meaningful connections between the change and aspects that deeply resonate with the leader such as their legacy, day-to-day processes, or the collective goals of the group. Once these connections are made, leaders can skillfully communicate the significance of the change, fostering a sense of urgency and motivating individuals to actively embrace and contribute to the change

Leverage the influence of early adopters within your team. Identify and empower individuals who are naturally inclined towards change and innovation. Their enthusiasm can serve as a catalyst, inspiring others and showcasing the benefits of embracing the transformation. But remember, it's not just about them—actively seek input from every team member. Establish open feedback channels to ensure every voice is heard and genuinely valued. Highlight the diverse strengths each team member possesses, making this transformation a collaborative journey where everyone contributes to success. So, how do you plan to leverage your team's unique strengths, and who do you see stepping up as advocates in this transformative process?

When looking at driving change, consider the power of social influence across your organisation. Most change plans stop at a top down approach but organisations are communities and change often means we want people to start behaving differently or to start doing something differently. Identify and engaging people (early) who hold social capital as part of you change plan can make a huge difference, and can give you a better understanding of how the change is going to be received and the resistance you might experience. Lastly, have you change plans focus on outcomes not output.