You're facing shifting power dynamics at work. How can you navigate and leverage your expertise effectively?

Wenn sich etwas in der Machtstruktur verändert, ist steht zunächst die Frage im Raum: Welche Auswirkungen hat das auf mich? Was bedeutet das für mich? Um diese Frage zu beantworten, ist es hilfreich, die Situation aus einer Metaperspektive zu betrachten. Manchmal ist sinnvoll, sich die Strukturen aufzuzeichnen.

Imagine a scenario where new leadership has brought changes in decision-making processes. To navigate this, start by observing and analyzing the new power dynamics—identify key stakeholders, decision-makers, and influencers. Assess their priorities, preferences, and the organizational culture under the new leadership. Next, strategically position yourself by showcasing your expertise in areas crucial to the organization's current direction. This could involve proposing innovative solutions aligned with the new strategic goals or offering insights that address emerging challenges. Engage with stakeholders proactively, demonstrating your value through collaborative efforts and constructive contributions.

Linked to the WHO question: this defines the Stakeholders landscape, and by the way: you´re one of them! You better have them on your radar, as these are the people and organizations that will use their capacity and ability to direct or influence behavior of others, decisions, or the course of events. By building alliances you´ll have joined power for mutual benefit or to achieve common purpose. The focus should be on building effective ´relationships´, as it takes two to tango! Creating interpersonal connections and internal infrastructures, that enhance learning and continuous adjustment, so its possibilities can evolve progressively. This really involves YOU, as a human being, and takes more effort than having a ´Facebook friend´.

During transformative change, building alliances is more than strategy—it's about connection. Imagine navigating a new landscape with fresh dynamics. Engaging influencers and decision-makers, I crafted relationships based on shared goals. Through collaboration and insights, I forged a network that transcended acquaintance. This journey taught me that true influence comes from genuine connections and commitment to success. By leveraging these alliances, I shaped change and fostered innovation, learning the power of partnership in driving positive outcomes.

When you write and essay and just use words to sound smart. Sometimes being basic is better. You didn’t make a single point. Lots of objectives and adjectives no substance. If I was your teacher I’d fail you lol

Organizational changes are transversal, because they cut across different functions and management practices. They are complex because the exact impact on all components and especially stakeholders is not known, nor the way in which they will react to it and to each other. Therefore, they cannot be realized with a top-down approach but require knowledge, experience and teamwork from all those involved, throughout the entire change process, to make visible progress and to be able to steer it in the right direction based on the results achieved. That´s WHERE you can add value. So, know what you know and make it known. Collaborate on topics where interaction is needed but where no one knows the right answers yet. That´s HOW you add value!

Adaptability isn't just a buzzword—it's your secret sauce in the recipe for change. Stay open to new ideas and ways of working. Show your team and higher-ups that you're all in for the organization's success, no matter who's calling the shots. Embracing change isn't just about surviving; it's about thriving. Turn those curveballs into home runs and watch growth happen like magic.

Everyone knows: we make a nice plan .... and then reality kicks in. In our Change approach it´s key to find the right balance between the degree of certainty of the environment and the desired goal (WHAT), and the degree of certainty about the path to be followed to achieve that goal (HOW). But the weakest component for success (source: threon research: ´Foundations for strategy delivery´) appears to be People engagement (WHO): how do we get our people on board with the Change. Because only when they collectively start showing different behavior, only then will the organization have changed, and nothing is as changeable as people. So create an adaptable plan, by cutting it into smaller pieces and realize step by step, and learn while doing.

Facing shifting power dynamics at work requires enhancing your skills to navigate effectively. For instance, if a new leadership team changes priorities, start by deepening your understanding of the new goals and expectations. Take courses in change management and leadership to adapt your approach. Improve your communication skills to articulate your expertise clearly and align it with the new direction. Network with key influencers to build strategic relationships. Demonstrate your value through proactive problem-solving and by consistently delivering results. By continuously developing your skills and staying adaptable, you can leverage your expertise to remain a valuable asset amidst changing dynamics.

Network Strategically: Expand your network within the organization. Connect with colleagues across different departments and levels. Leverage these connections to gather support and amplify your influence.

Alright, buckle up! When the winds of change blow, it's time to harness your expertise to sail those winds. Guide decisions and strategies that sync with the new power flow. Show off your keen insights and brilliant solutions that scream, "I get it!" By taking charge this way, you're not just riding the wave of change—you're carving out your place as a key player in shaping where you're headed. Let's make sure your influence isn't just felt; it's indispensable to the future of your organization.

The Culture component! To make organizational changes, the organizational culture (= how people respond to dilemmas) is crucial. " We need to be more customer oriented" is the new strategy, as defined by senior management. Try to realize that in an organization (= people with a WoW to achieve a common goal), where people have learned over years that for getting things done, the most effective behavior is to ´Stick to standards´. Strategy delivery´ (= realizing complex Change) often fails because of a complete mismatch between the Strategy defined by senior mngt. and the people who have to change their mindset and WoW for realizing that strategy. To get people ´on board´ of the Change, the Culture component of the organization is

Self-Promotion: Don’t be afraid to advocate for yourself. Highlight your accomplishments and the value you bring to the organization. Use performance reviews and regular check-ins with your manager to discuss your contributions and career goals.