Book Sneak Peak: Train the Change Team

We continue to provide you some sneak peaks of our book, “wHolistic Change: Delivering Corporate Change That Lasts.” Links to buy are available now!

Chapter 10, Train the Change Team

Explanation of the Technique

The wHolistic Change℠ approach is all about identifying the contributions that each player makes, while using their natural enthusiasm and sense of ownership to drive change. That statement just described a change agent. Change agents need to act as coaches and cheerleaders to guide your people through the steps they need to take to adopt the change.

Though other members of the change team do not have the same title as the change agents (that is, champion, change team manager, communicator, facilitator, integrator, owner, sponsor), they will still need the same skills in order to successfully act as agents of change within your organization:

  1. Envisioning what is possible
  2. Asking powerful questions
  3. Listening actively
  4. Welcoming ideas from others
  5. Developing trusted relationships
  6. Influencing without authority
  7. Recognizing that the goal is change, not personal glory
Figure 31. Change agents: Coaches who guide the organization through adopting the change.

Figure 31. Change agents: Coaches who guide the organization through adopting the change.

Why Is This Step Important? What Happens if You Skip It?

Your change agents will be the front-line employees effecting change in your organization.

If you do not prepare them to act as change agents, here’s what can happen:

#

Lack of Skill

Worst Case Scenario

1

Envisioning what is possible

Future state is limited to what constrains the organization today

2

Asking powerful questions

Change team reacts to symptoms, not the root cause

3

Listening actively

Mistrust of the change team and the change by owners, subject matter experts, and other impacted employees

4

Welcoming others’ ideas

Owners, subject matter experts, and other impacted employees become alienated because they don’t believe the change team understands the impact to their stakeholder

5

Developing trusted relationships

Future state is limited to what the members of the change team know about how the organization works

6

Influencing without authority

Change team is unable to persuade owners, subject matter experts, and other impacted employees to participate in the change

7

Recognizing that the goal is change, not personal glory

Isolation and distrust of everybody on the change team. People catch on to this quickly.

Figure 32. What happens if the change team is not trained appropriately?

 

If the change team is not trained to be change agents, the upshot is that the real business problem underlying your case for change will at best be barely achieved. At worst, it will not be achieved at all….

About Michelle Smeby

Michelle Smeby is CEO of wHolistic Change, Inc. with more than 10 years of experience implementing enterprise solutions at Fortune 100 companies. Michelle specializes in helping corporations deliver transformational change.
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