Becoming a change agent

While change is difficult and sometimes takes you outside your comfort zone, it is important to remember that you are not alone. In times of upheaval and re-organization, you can serve as a role model and lead through the change by example. As changes occur within the organization, you will find the effects of change uncomfortable and different. However, for change to be implemented you must personally accept responsibility for changing yourself, and in doing so, serve as a model for others to follow.

In Managing Change, Jick says it best:
“…The change agent needs the sensitivity of a social worker, the insights of a psychologist, the stamina of a marathon runner, the persistence of a bulldog, the self-reliance of a hermit, and the patience of a saint.”

During significant moments in an organization’s history, information pulses through the company grapevine as if it were a fiber-optic cable. In the absence of clear and concise communication, the grapevine will attract outlandish untrue information about the changes that are taking place.

All companies have grapevines and you can use them to communicate an accurate message of what you know about the changes. During these periods of significant change, there is usually a corresponding increase in the amount of information passing through the grapevines. Find key routers and create moments at places in the grapevines to insert factual data and disperse myths and misgivings about the personal aspects of change.

Peripherals in the form of signs and decorations always serve as a way to keep fellow employees motivated. In addition, saying thanks, putting Post-it notes on consoles, posting complimentary letters from customers and celebrating outstanding efforts are simple, inexpensive ways to let fellow employees know they are appreciated and valued. Coming from peers makes this recognition all the more powerful.

However, as in all recognition, be sure to connect the successes with the individual and what they did, how it affected the department, and ways it helps they organization meet its goals. When people begin to see the impact of their own actions outside of themselves, more ownership of behaviors and attitudes become a priority and they can focus on getting through the time of transition.

Research tells us that one of the key factors in navigating change is to make learning a priority. Use it as a buoy to keep afloat, to keep growing and building your skill set. We call this “intranpeneurship.” Where entrepreneurs focus on building an external business or endeavor, change agents create opportunites to develop skills and abilities within.

Overcoming complacency and focusing on staying engaged will be the most difficult task, again, because it is so easy to become the victim. Assess yourself and divide your skills into clear categories. Some of those category headings could be: Clear Strengths, Overdone Strengths, Hidden Strengths, Blind Spots, Weaknesses, or Untested Areas. In each area, be honest about your skills and take your development seriously. Utilize the resources at your disposal to enhance or extinguish those areas measured. In a time of change you can anchor yourself to an attitude of continual improvement.