Change Agent

In the private sector, a Change Agent is what they call someone who acts as the catalyst for organizational change. 

This, as we know, is a difficult role and one that doesn't always work out.  The change agentneeds to create alliances and receive buy-in at all levels to achieve success.

As we look at today's election, we all have the opportunity to select the best, most qualified change agents.  Yes, the Presidential office is important, but so are the Senate and Congressional positions. 

Consider these findings of what constitutes good change agents from D. Buchanan & D. Boddy: The Expertise of the Change Agent: Public performance and backstage activity. Prentice Hall. 1992

15 Key Competencies of Change Agents

Objectives

1. Sensitivity to changes in key personnel, top management perceptions and market conditions, and to the way in which these impact the goals of the project.
2. Setting of clearly defined, realistic goals.
3. Flexibility in responding to changes without the control of the project manager, perhaps requiring major shifts in project goals and management style.

Roles

4. Team-building abilities, to bring together key stakeholders and establish effective working groups, and to define and delegate respective responsibilities clearly.
5. Networking skills in establishing and maintaining appropriate contacts within and outside the organization.
6. Tolerance of ambiguity, to be able to function comfortably, patiently and effectively in an uncertain environment.

Communication

7. Communication skills to transmit effectively to colleagues and subordinates the need for changes in the project goals and in individual tasks and responsibilities.
8. Interpersonal skills, across the range, including selection, listening, collecting appropriate information, identifying the concerns of others, and managing meetings.
9. Personal enthusiasm in expressing plans and ideas.
10. Stimulating motivation and commitment in others involved.

Negotiation

11. Selling plans and ideas to others by creating a desirable and challenging vision of the future.
12. Negotiating with key players for resources, for changes in procedures, and to resolve conflict.

Managing up

13. Political awareness in identifying potential coalitions, and in balancing conflicting goals and perceptions.
14. Influencing skills, to gain commitment to project plans and ideas form potential skeptics and resisters.
15. Helicopter perspectives, to stand back from the immediate project and take a broader view of priorities.

Happy November 4th, get out and VOTE!