Change Agents - Trusted Adviser
Updated: Jun 9
One of the most important considerations for a change practitioner is that, without trust, you will not achieve improvement or change through people. As a change agent, you are selling a change to the organisation. The person you engage with will ask one key question when you introduce yourself: "Can I trust you?" The trust equation provides a model to show the key elements of a change agent as a trusted adviser. The objective is to build trust by increasing credibility, reliability, intimacy, and to lower self-orientation.
“Without trust you will not change the employees or the organisation”
The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, the leadership team, and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important.
Other Important Characteristics and Traits
The success of any change or improvement depends heavily on the relationship between the change agent, the sponsor, leadership team and the employees of the organisation. It matters less if the organisation appoints internal change agents or hires outside consultants. To be successful, change agents develop relationships built on trust and commitment. Again, getting the right person with right behaviour the required growth mindset is extremely important. Other characteristics and traits include:
~ People Skills: Change is about people. Change adoption and success will be achieved when employees embrace it.
~ Credibility: Must have credibility within the organisation, both in knowledge and character to lead by example.
~ Tenacity: Not giving up easily when progress is strained, being patient yet persistent.
~ Listening Skills: Ability to explore different employee perspectives and take them into account when looking for solutions.
~ Good Communicator: Ability to communicate to people in a non-threatening manner and define what is expected of them within a diverse culture.
~ Positivity: Using positivity when communicating with employees can make a huge positive impact on their emotional well-being and their future adoption of the change.
"Change agents with organisation credibility, change management skills and the desire to improve an organisation can greatly enhance change adoption and benefits delivery"
Further Reading: Change Management Handbook - Leadership of Change Volume 3.
Credit: The Trusted Advisor
Peter consults, speaks, and writes on the Leadership of Change®.
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Peter F Gallagher is a Change Management Global Thought Leader, Guru, Expert, International Speaker, Author and Leadership Alignment Coach.
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Change Management Behaviour - Leadership of Change® Volume 6, listed among the 50 Books from Thinkers360 Thought Leaders to read in 2022. Green
Change Management Adoption - Leadership of Change® Volume 5, listed among year-to-date’s (Jul 2021) most popular books on business and technology from Thinkers360 member thought leaders.
Change Management Handbook - Leadership of Change® Volume 3, listed among the 50 Business and Technology Books from Thinkers360 Thought Leaders to read in 2021.
Change Management Pocket Guide - Leadership of Change® Volume 2, ranked within the top 50 Business and Technology Books (Jan 2020) from Thinkers360 Thought Leaders.