In the first meeting to discuss the new initiative ‘code name’ and structure with key stakeholders, we encountered strong resistance (A expressed the objection and B walked out of the meeting). Later, I talked to A, a senior executive, privately to seek her support and advice before gathering the core team. I didn’t get a warm ‘hug’ yet her tone was much softer. She felt too many changes happened too soon and suggested to wait until receiving the consultants’ feedback. She stated it’s nothing against me, complimented my passion and communication skill, and offered her supports to me forward. We had a good and candid conversation. I decided to change the approach: holding-off the ‘core team’ meeting until receiving the consultant’s feedback, not referring to the new code name, yet continuing the works and my involvement.
Later this week, A publicly endorsed the new way/ channel of communication I proposed (to broaden team awareness and reduce emails). Today I called for the first team meeting. I didn’t say the new initiative name, nor referred ‘core team’ but recognized the participants as important partners in the project. I will bring key topics to them to discuss and invite others when needed. I thank them for the prior efforts and partnership forward. Nobody raised an eyebrow and we had a productive discussion. A support a proposed change while B (who missed the meeting and apologized) came to me afterwards and agreed on collaboration forward.
Whether it’s ‘third time is the charm’, ‘communication makes a difference’ or ‘creativity works around it’, they probably all contributed to the turn-around. Even more, I’ve learned from the experience to let actions (good works and intentions) speak for itself, changes happen with or without people’s recognition. Also, I want to thank people to be honest and speak up. It helped me rethink and came up better solutions.