Change is rarely if ever an easy process, especially within an organization. In order for organizational change to be successful, it should possess four main characteristics. First, is a vision. People must be able to picture what the change will be and know how they as individuals will fit in to the new system. Second, is a purpose. This answers "why," justifying the need for change. Third, change must have a strategy, providing information on when, where and how it will be implemented. The fourth and final characteristic of successful change is leadership. Those people who drive change within an organization are called change agents.

Change agents are critical to how change will be implemented and accepted within the organization. Those leading the charge should demonstrate both technical and social skills. On the technical front, they must be knowledgeable about the particular process being changed, as well as how it interacts with and affects other processes within the organization. This builds their credibility as leaders. In addition to technical expertise, change agents should also have strong social skills. Effective leaders will be able to define and communicate what is expected to each person within the organization in a non-confrontational and non-threatening way. In effect, change agents have to sell change throughout the organization.

In addition to being a good "salesperson" then, there are several key attributes that are characteristic of successful change agents. These have to do with everything from where they assume their control to how they communicate. They must first be self-appointed, recognizing the need or opportunity for change within the organization. Their daily responsibilities should be somewhat limited, giving them the freedom and flexibility to spend the time necessary to learn and change the current process.

Change agents need a firm understanding of other disciplines within the organization and must be diplomatic in their interactions with them, willing to ask tough questions and influence policy wherever appropriate. They must also be trustworthy and thick-skinned enough to face criticism and resistance to change. Finally, they should be effective in communicating, practicing, facilitating and training for the organization’s new and improved way of being.

One of the key tasks for change agents is to form a strategy for the implementation of change. Development of this strategy—important if change is to succeed—usually follows six steps. First, pick something that is easy and possesses widespread organizational support, perhaps even where the solution has already been implemented elsewhere (i.e. in another department, similar organization, etc.). Second, make it a grass roots effort and build momentum for the change among employees. While the journey can be made on the change agent’s shoulders, without the support of the rest of the organization they won’t get very far. Third, identify as many of the potential "hot buttons" of your audience (i.e. sponsors, opinion leaders, budget controllers, policy makers and enforcers, etc.) as possible. Fourth, translate the solution to reflect how the change will satisfy each of their needs, especially those regarding cost, quality, service and speed. Fifth, if possible, select the best timing for the change to take place; perhaps where there is down-time in production. Finally, as the agent, participate in the change yourself.

As a consultant working with change agents, I have made a few critical observations about the nature of change itself. First of all, organizational boundaries create distinct tasks, roles and authorities. During times of change, these boundaries often become blurred and this causes stress. Stress also occurs when people are unaware what is expected of them or when old and new tasks are expected of them simultaneously. Naturally—in this environment—one should expect some resistance. This surfaces due to individuals’ feelings of loss (one may feel a loss of authority or loss of value in the company).

To defeat resistance, change needs to be sold one person at a time. It also must be managed in such a way as to engage resistors not suppress them.

The laws of physics say that a body in motion will continue along a set path until a burst of energy hits it and sends it in another direction. Our job as a change agent is to be the catalyst that produces this directional change—ultimately leading the organization to a stronger, more efficient way of being.

About the Author:

Robert D. Boehringer is principal of N-Compass Consulting, a quality and process improvement consulting firm based in Stamford, Conn., and national practice manager for Orion Development Group, based in Rockaway Park, N.Y. In the past decade, he has conducted 500+ seminars and trained over 18,000 individuals from over 250 public and private organizations around the U.S., Europe and Asia.

Prior to becoming a consultant, Boehringer’s work experience includes positions at DuPont, Shell Oil, Procter & Gamble and Pepsi-Cola. He has a B.S. in mechanical engineering from Cornell University and is a member of the American Society for Quality, Association for Quality and Participation, and Institute of Industrial Engineers.