Establishing a change agent network is crucial for driving successful organizational change. Change agents act as catalysts, facilitating communication, engagement, and implementation of change initiatives. Based on our experience and insights from successful integration projects, here are the key steps and best practices for building an effective change agent network.
While these best practices have worked for us in the past, the approach we’ve used to achieve these goals varied across organizations. It is important to remember that every individual and, by extension, organization is different; what has worked for one may not work for another. For instance, how you achieve active participation among change agents will differ based on the incentives that motivate the group in question. The following is meant to be a high-level framework; the work will be in how you implement them effectively across the organization you are working with.
1. Set Clear Expectations
Early and Ongoing Communication: Establishing clear expectations from the outset is essential. Communicate the roles, responsibilities, and goals of the change agents early in the process. Reinforce these expectations regularly to ensure continuous alignment.
Active Participation: Encourage change agents to actively participate in delivering training, presentations, and coaching sessions. This involvement not only enhances their skills but also fosters a sense of ownership and commitment.
Two-Way Communication: Facilitate open and ongoing two-way communication between the change agents and the project team. This dialogue helps in addressing concerns, gathering insights, and ensuring that the change agents are well-supported.
2. Select the Right Individuals
Influential and Respected: Choose individuals who are considered influential and respected within their groups. Their credibility and ability to influence peers are critical for driving change.
Interviews: We often see Change Managers rely on senior leaders to select individuals to join the change agent network. However, interviewing these individuals before inviting them to join is a must. This serves several purposes: you have the opportunity to build rapport, set expectations one-on-one, determine whether the individual would be a good fit, learn more about the context of the organization, and understand how employees are perceiving the change early on. Additionally, we’ve found that this added step introduces a level of prestige to the group, which can help achieve the active participation you’re looking for.
Secondments: Where possible, consider seconding employees to dedicate time specifically to change agent activities. This ensures that they have the necessary bandwidth to focus on their responsibilities.
Optimal Group Size: Be mindful of the group size. A larger group can make two-way communication and engagement challenging. Aim for a size that is manageable and effective for your specific context.
3. Build Key Enablers
Role Education: Develop a comprehensive plan to educate change agents about their roles, the change management process, and coaching techniques. Equip them with the knowledge and tools they need before they start actively participating. For instance, AVANGRID, an Energy and Utility company, selected and sent their change agents to complete Prosci’s Change Management Certification Program..
Establish Authority: It’s important to provide the change agents with the level of authority necessary to help support the change – signalling to the organization that they are empowered to act as a spokesperson for the project and that they are critical to it’s success. Communicate this early and often to ensure that all individuals involved understand the role of the change agents in helping support people leaders and employees during the change.
Engagement and Accountability: During meetings, assign specific agenda items to change agents during touchpoints and meetings. This practice encourages active engagement, accountability, and ownership of the change initiatives.
Integration into Project Meetings: Incorporate change agents into regular project meetings. Their involvement ensures they are up-to-date with the latest developments and can provide valuable feedback and insights.
Incentives: Provide incentives such as career advancement opportunities, stretch goal achievements, and company swag. Recognizing and rewarding their efforts keeps them motivated and engaged.
4. Support and Feedback Mechanisms
Regular Check-ins: Schedule regular check-ins to discuss progress, address challenges, and provide additional support. These touchpoints help maintain momentum and ensure that change agents feel supported.
Coaching: The change agent network is an extension of the change management team. Change Managers should aim to provide a similar level of support you would to direct reports who are helping you manage the change. They are an active part of the team managing the change and should not be limited to only observe and report functions.
Resource Hub: Create an online resource hub with FAQs, templates, training materials, and contact information. This central repository ensures change agents have easy access to the resources they need.
Feedback Channels: Establish feedback channels where change agents can report resistance, share observations, and provide suggestions. Use this feedback to make necessary adjustments and improvements to the change process.
5. Monitor and Adjust
Progress Tracking: Develop dashboards to track key metrics such as engagement levels, completion of integration activities, and milestones achieved. Regularly review these metrics to monitor progress.
Adjust Strategies: Be prepared to adjust strategies and, in some cases, the change agents themselves, based on feedback and progress tracking. Flexibility and responsiveness are keys to managing change complexity.
Recognition: Acknowledge and celebrate the successes and contributions of change agents. Recognition programs and public acknowledgments boost morale and reinforce the importance of their role.
Conclusion
Building an effective change agent network requires careful selection, clear expectations, ongoing support, and regular monitoring. By following these best practices, organizations can leverage the power of change agents to drive successful change initiatives, foster engagement, and achieve their strategic goals.
For a detailed case study on how we successfully implemented a change agent network during a major acquisition, please read our case study here.
If you would like to learn more about how we can support your organization in establishing a change agent network or other change management services, please Contact Us or Book a Free Discovery Call.