Change Champions
Introduction
Too often in change we focus too much on how to handle resistance. Yet there are a group at the other end of the scale, ie change champions; who not only support the change, but are enthusiastic about it and are keen to see it happen.
Some other names for change champions include change agents, early adapters, informal leaders, etc
Change champion are somebody within the organisation who uses his/her influence to support the change initiatives. Furthermore, they have credibility in the organisation, ie informal leaders; they are not necessarily recognised in the organisational chart for their influence. They are
"...person at any level of the organisation who is skilled in initiating, facilitating, and implementing change..."
Don Warrick as quoted by Azad Rosay, 2024
"...Individuals who act as a catalyst for change, are often referred to as change agents and are lower level employees rather than the designated leaders........."
Monnot Matthew as quoted by Azad Rosay, 2024
In terms of daily behaviour
"...Change champions are likely to be positive, open-minded people who are happy to roll their sleeves up and get involved in a lot of different projects and activities..."
MTCT, 2024
Ideally, these change champions that form the basis for a transitional team to lead the change initiative, ie encourage employees to be change champions so that have maximum ownership of the change.
Characteristics and skills of change champions
These change champions need to have the right personality and skills; they need to be optimistic, possess strong cognitive ability, be resilient, etc plus good people handling or soft skills, like emotional intelligence; they are usually flexible and adaptable, ie able to go with the flow and adjust to new circumstantial; show positive interest in the change, ask a lot of constructive questions and talk to others about the change with energy and enthusiasm; they volunteer to get involved and have ideas worthy of consideration
This has been enlarged to include 4 skills about initiating the change, 3 skills of facilitating the change and 5 for change implementation:
| Stages |
Competencies |
Strategies and Tactics |
| Initiating change | developing a change in mindset | the new and better ways of doing things and opportunities for improvements, while inspiring others to do the same |
| providing visionary leadership | communicating a clear vision of the change, effective directions, an inspiration to succeed | |
| being well informed about the issues, opportunities and how to get things done | developing credibility by addressing issues at their cause rather than symptomatically | |
| involving key stakeholders and building commitment | critical to success, influential allies be kept on board at all times | |
| Facilitating change | working with people | solid people-handling skills are crucial |
| working with teams | in addition to people handling skills, skills like facilitating cooperation, problem-solving, planning and conflict management are vital | |
| networking and getting the right people together | thinking strategically about who to involve, when and how | |
| Implementing change | planning and managing the change process | based on effective frameworks, need to be able to have a firm grasp structure, process of handling change |
| making things happen | be able to show tangible progress and demonstrate results ( include overcoming resistance and other barriers) | |
| people focused and motivated | making the incentive to change greater than the incentive to maintain the status quo | |
| developing feedback mechanisms to evaluate and monitor progress | keep in touch with all stakeholders impacted by interviews, questionnaires, focus groups, etc | |
| persevering until the change succeeds | personal resilience and the ability to see the big picture, keeping the goal inside |
(source: MTCT, 2024)
People with the above skills are of considerable value in a change initiative. One of the most useful role they can play is helping the more sceptical and resistant colleagues to understand and buy into the change.
Types of adopters
There are 5 groupings of people responding to new innovation like change
1. Innovators (a small number who will try anything new)
2. Early adopters (willing to take on selected innovation after some investigation)
3. Early majority (require greater investigation to be convinced to take on new ideas, etc)
4. Late majority (tend to be wary and cynical of innovation
"...They take more convincing, and often eventually adopt the innovation after peer pressure..."
MTCT, 2024
5. Laggards (very wary of innovation;
"...is extremely risk averse and will rely on colleagues and friends to test the water before they finally join..."
MTCT, 2024
Generally the change champions come from the early adopter's group.and to be used to convince the other groups to join change.
The change champions need the active support and guidance of senior management.
"...when choosing champions for an initiative, is therefore important to use your best judgement and bear in mind people's day- to-day qualities and characteristics, as well a s their responses and attitude towards the change in question..."
MTCT, 2024