Well… I just started to implement this model in the company that I’m currently working and my first feedback is positive. But only time will tell if it was a success or not 😉

Lets go back in time to understand why we are trying this model.

As you know we live in a world that is made of different people, mentalities and cultures. Due to this, we need to keep improving and find new approaches and models to help implement changes.

After working for a period of time with different environments and cultures, I’ve realised that some times it’s really hard to help people to change even when that change is beneficial to them, others and the business.

Some time has passed, conversations and discussions took place with different people, but, one person in particular asked why shouldn’t we try to motivate and empower people to be change agents?

Why not try this approach?

From that moment I started to plant this idea, like a seed, in everyone’s mind. So far so good!

Coincidently, this week I was reading a book that elaborated on this same idea and I’ve summarised their thoughts on the following quote:

“You will need executives, managers and staff to act as change agents. That’s because people are more likely to listen to, and work with, their peers rather than external consultants or dedicated change agents.

People tend to feel threatened or feel that change is being pushed on them if they don’t see their peers jumping in first. This approach helps the change go viral, and helps build the momentum.

Here are some tips for expanding our change agent team:

• Get at least one person from each business area that is affected by the change.
• Set strong expectations with the early adopters that being part of the change team is extra work.
• Make becoming a member of the change agent network exclusive in order to attract the right people. I’ve always wanted to try some American Idol style audition, but that has been to crazy of an idea for the organisations I’ve worked in!
• Agree on rotating the type of change you’re implementing.

Most of all, give early adopters support, training, and some autonomy. Notice I said some autonomy. At this point you want the people who are motivated to help execute the change, but be aware, thy may not have the necessary skills you, as a change agent, have.

Change goes viral when people start helping other people adjust.

These people, who weren’t part of the core change team, starting taking ownership of roadblocks all the teams were facing. They would provide updates to the whole departement during our monthly retrospectivs and the change team supported their efforts.” [1]

As a last thought I will be sharing with you (when possible) all the experiences, situations, issues, successes about this path that I’m taking so we all can learn together.

References:

[1] Jason Little | Lean Change Management