QUOTATION 61

NICCOLÒ MACHIAVELLI ON THE ENEMIES OF CHANGE (TOP TEN ENTRY)

Use this to identify those who can disrupt your change mid-stream.

Niccolò Machiavelli (1469–1527), diplomat, statesman, political philosopher and writer, continues to influence all those interested in power and influence. He summed up the problems faced by anyone who wants to implement a change as follows:

The reformer has enemies in all who profit by the old order, and only lukewarm defenders in those who would profit by the new order.

Niccolò Machiavelli

Identifying these enemies and their potential strength is the first step in defending yourself against their attacks.

WHAT TO DO

  • Use Gerry Johnson, Kevin Scholes and Richard Wittingham’s model to map both the enemies of change and possible allies that may be able to help you.
Level of stakeholder’s power
  • Identify as many stakeholders as you can and plot their position on the figure shown. You are most interested in the people who have high power and high interest in the change.
  • Once the potential key players have been identified, make yourself known to them and seek to win their confidence. Talk to them and try to discover how they feel about you and the proposed change.
  • If possible, get them to commit their support to you and your change. If they are unwilling to commit themselves one way or the other, find out what’s likely to motivate them to either support or oppose you. Use this information to design a strategy that will win their support and/or minimise their opposition.
  • Monitor the actions and statements of those stakeholders who have low interest and low power. But don’t invest too much time and effort in them.
  • Canvass those with little power but high interest. They are the ones who probably know most about the change. This expert power (see Quotation 71) may prove very valuable when it comes to convincing more powerful stakeholders to back you.
  • Keep those with high power and little interest happy, content and on the side lines. Don’t do anything that will upset them and cause them to come in against you. Find out what red lines they have and don’t cross them.
  • Obviously, most of your efforts should be directed towards those stakeholders with high power and high interest. These are the people you need to fully engage with if you are to get the job done.
  • If you can’t convince someone with high power and interest to back you, find someone in your camp who has influence with the person (see Quotation 72) and ask them to speak to them. It shouldn’t be the case, but sometimes it’s not the message that people dislike, it’s the messenger.

QUESTIONS TO ASK

  • How much attention do I pay to consideration of the stakeholders’ interests when making a decision?
  • Which stakeholders have I upset in the past? What can I do to mend fences?
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