007 ~ An Agent For Change – Think Oak! – 50th Post Edition

Agent, Change AgentAs both James Bond and myself are sharing a 50th anniversary I thought I’d discuss Agents, Change Agents and how we should all aspire to be one!

Firstly what is a Change Agent?

A Change Agent is a person who leads change within an organisation, by championing change and by helping to communicate the excitement, possibilities, and details of the change to others within the organisation. A change agent doesn’t need to be a full-time, formal role. It can be simply the way someone chooses to be in an organisation.

What are the personal qualities of the ‘007’ of Change Agents?

The Best  Change Agents ‘LIVE AND LET DIE’

L – Love Change!

Probably not a surprise to you that the best agents of change, love change! They thrive on being involved in new ideas, initiatives and projects and are not afraid to roll their sleeves up to get the job done.

I – Innovative

I’m not talking of their ability to develop exploding pens, but innovation in the way they communicate, engage and enrol others in the change effort. They don’t just come up with ideas, they know how to apply them.  Great Change Agents are curious, experimental, and they apply their discoveries to the organisation’s goals.

V – Visionary

Great change agents help to shape the future. They can see very clearly where the change effort needs to go and have a clear vision of what the future will feel and look like, and more importantly the key steps to take the organisation there.

E – Enthusiastic

Change Agents need have enthusiasm in abundance. It can often be a tough role and often requires a great deal self-motivation to keep momentum in an organisational change effort.

A – Articulate

Communication is THE most important part of being a good agent for change. The best of the best have the ability to articulate the WIIFM – ‘What’s In It For Me’ at all levels of the organisation. They know what makes people tick and know how change will impact individuals and teams alike.

N – Not afraid to speak the truth

This one is certainly near the top of my list for a killer Change Agent. Change Agents, by their very nature, speak to people on the shop floor right the way up to Chief Executive levels in organisations. They hear what the ‘troops’ are saying and they see how the senior management interact and behave. By being effective, and by speaking the ‘awful’ truth when necessary, they can be the conduit from bottom to the top of an organisation, conveying key news, good or bad, straight to the people who can change things for the better.

D – Deliver + 1%

Bond always delivers and then some. So do great Change Agents. They always go the extra mile to ensure that everyone that is impacted by change are engaged, enrolled and bought in to what is required of them. They work tirelessly to engage with the key influencers to ensure that the organisation is as prepared as they can be for change.

L – Listening

Those that are avid readers of Think Oak! know of my passion for generous or active listening. Great Change Agents are masters at listening for what is being said and more importantly for what is not being said, taking time to really understand the challenges that individuals, teams, departments and functions face. They take this feedback and tailor communications and training as well as feeding the learning back into the wider organisation.

E – Empathetic

To many people, change is unsettling, at best and to some downright scary. A solitary piece of generic communication to the organisation is unlikely to affect change and unlikely to address people’s questions or concerns. Change Agents invest time to understand people’s worries and address them with empathy to get the right results.

T – Trusted

For Change Agents to be effective, they have to a reputation of trust with their peers and others in the organisation. They always do what they say they’ll do.

D – Decisive

Change Agents can’t be procrastinators. Decisions often need to be made quickly especially around people issues and business impact challenges. Great Change Agents act with urgency and aren’t afraid to deliver difficult messages to senior management or management teams.

I – Influencer

Stakeholder awareness and management is crucial to the success of any major organisational change programme. An effective Change Agent is a key influencer in an organisation. The have the ability AND relationships, to overcome issues and barriers quickly. They very often anticipate the challenges ahead and engage with key stakeholders in advance to smooth the road ahead.

E – Egoless

Top Change Agents are not in it for themselves. They are 100% behind the change itself and the success of the organisation.

So whilst a ‘007’ Change Agent isn’t quite as glamorous an individual as James Bond, they’re still pretty special.

Hope you enjoyed the post. As always, would love to hear any feedback you may have.

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Implementing Change Effectively

Change Management

There are many theories about how to manage and implement change effectively. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, “Leading Change” with a follow-up work “Our Iceberg is Melting” in 2006.

Step One: Create Urgency

Building a sense of urgency is a necessary step to implementing change successfully. If you don’t find a way to make the change exciting, compelling and necessary, you may find the implementation phase a little more challenging than it should be. For change to happen, it’s crucial that the majority of the company really want it. Develop a sense of urgency around the need for change – people need to really understand and engage in the ‘Why’.  This may help you spark the initial motivation to get things moving.

This isn’t simply a matter of showing people poor sales statistics or talking about increased competition. Open an honest and convincing dialogue about what’s happening in the marketplace and with your competition. If many people start talking about the change you propose, the urgency can build and feed on itself.

What you can do:

  • Identify potential threats, and develop scenarios showing what could happen in the future.
  • Examine opportunities that should be, or could be, exploited.
  • Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
  • Request support from customers, outside stakeholders and industry people to strengthen your argument.
  • Make it real for everyone in your teams….How will the change affect them, or more importantly what might happen for them if the organisation doesn’t change.

Step Two: Form a Powerful Coalition

Convince people that change is necessary. This often takes strong leadership and visible support from key people within your organization. Managing change isn’t enough – you have to lead it.

You can find effective change leaders throughout your organization – they don’t necessarily follow the traditional company hierarchy. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.

In putting together a Guiding Coalition, the team as a whole should reflect:

Position Power: Enough key players on board so that those left out cannot block progress. This is really important – No senior buy-in at best or Senior Management sabotage at worst means that success isn’t likely!

Expertise: All relevant points of view should be represented so that informed intelligent decisions can be made.

Credibility: The group should be seen and respected by those in the organisation so that the group’s outputs will be taken seriously by other employees.

Leadership: The group should have enough proven leaders to be able to drive the change process.

Once formed, your “change coalition” needs to work as a team, continuing to build urgency and momentum around the need for change.

What you can do:

  • Identify the true leaders in your organisation – not necessarily managers – People that are rising stars, are highly networked internally and always deliver.
  • Ask for an emotional commitment from these key people – Are they behind YOU and CHANGE 100%?
  • Work on team building within your change coalition.
  • Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.

Step Three: Create a Vision for Change

When you first start thinking about change, there will probably be many great ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember.

A clear vision can help everyone understand why you’re asking them to do something. When people see for themselves what you’re trying to achieve, then the directives they’re given tend to make more sense.

Effective change visions have six key characteristics:

Imaginable:  They convey a clear picture of what the future will look like.

Desirable:  They appeal to the long-term interest of employees, customers, shareholders and others who have a stake in the organisation.

Possible:  They contain realistic and attainable goals.

Clear:  They are clear enough to provide guidance in decision making.

Flexible:  They allow individual initiative and alternative responses in light of changing conditions.

Understandable:  They are easy to communicate and can be explained quickly.

What you can do:

  • Determine the values that are central to the change.
  • Develop a short summary (one or two sentences) that captures what you “see” as the future of your organization – Ideally short, emotive and memorable.
  • Create a strategy and plan to execute that vision.
  • Ensure that your change coalition can describe the vision in five minutes or less.
  • Practice your “vision speech” often.

Step Four: Communicate the Vision

What you do with your vision after you create it will determine your success. Your message will probably have strong competition from other day-to-day communications within the organisation, so you need to communicate it frequently and powerfully, and embed it within everything that you do.

Don’t just call special meetings to communicate your vision. Instead, talk about it every chance you get. Use the vision daily to make decisions and solve problems. When you keep it fresh on everyone’s minds, they’ll remember it and respond to it.

It’s also important to “walk the talk.” What you do is far more important – and believable – than what you say. Demonstrate the kind of behavior that you want from others.

What you can do:

  • Talk often about your change vision.
  • Openly and honestly address people’s’ concerns and anxieties.
  • Apply your vision to all aspects of operations – from training to performance reviews. Tie everything back to the vision.
  • Lead by example.

Step Five: Remove Obstacles

If you follow these steps and reach this point in the change process, you’ve been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you’ve been promoting.

But is anyone resisting the change? And are there processes or structures that are getting in its way?

Put in place the structure for change, and continually check for barriers to it. Removing obstacles can empower the people you need to execute your vision, and it can help the change move forward.

What you can do:

  • Identify, or hire, change leaders whose main roles are to deliver the change.
  • Look at your organisational structure, job descriptions, and performance and compensation systems to ensure they’re in line with your vision.
  • Recognise and reward people for making change happen.
  • Identify people who are resisting the change, and help them see what’s needed.
  • Take action to quickly remove barriers (human or otherwise).
Milestones

Inchpebbles NOT Milestones

Step Six: Create Short-term Wins

Nothing motivates more than success. Give your organisation a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you’ll want to have results that your people can see. Without this, critics and negative thinkers might hurt your progress.

Create short-term targets – not just one long-term goal. You want each smaller target to be achievable, with little room for failure. Your change team may have to work very hard to come up with these targets, but each “win” that you produce can further motivate the entire staff.

What you can do:

  • Look for sure-fire projects that you can implement without help from any strong critics of the change.
  • Don’t choose early targets that are expensive. You want to be able to justify the investment in each project.
  • Thoroughly analyse the potential pros and cons of your targets. If you don’t succeed with an early goal, it can hurt your entire change initiative.
  • Reward the people who help you meet the targets.

Step Seven: Build on the Change

Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.

Launching one new product using a new system is great. But if you can launch 10 products, that means the new system is working. To reach that 10th success, you need to keep looking for improvements.

Each success provides an opportunity to build on what went right and identify what you can improve.

What you can do:

  • After every win, analyse what went right and what needs improving.
  • Set goals to continue building on the momentum you’ve achieved.
  • Drive for continuous improvement.
  • Keep ideas fresh by bringing in new change agents and leaders for your change coalition.

Step Eight: Anchor the Changes in Corporate Culture

Finally, to make any change stick, it should become part of the core of your organisation. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.

Make continuous efforts to ensure that the change is seen in every aspect of your organization. This will help give that change a solid place in your organization’s culture.

It’s also important that your company’s leaders continue to support the change. This includes existing staff and new leaders who are brought in. If you lose the support of these people, you might end up back where you started.

What you can do:

  • Talk about progress every chance you get. Tell success stories about the change process, and repeat other stories that you hear.
  • Include the change ideals and values when hiring and training new staff.
  • Publicly recognise key members of your original change coalition, and make sure the rest of the staff – new and old – remembers their contributions.
  • Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.

I would love to hear about your challenges and successes from implementing change in your organisation.

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