The position of internal change agent – wherever it falls in the organization – can be a tricky one.
You are responsible for influencing the organization, usually without the direct authority to do so.
Leaders are quick to delegate ownership to you, even though they are the ones who really need to own the project. Although it’s much easier to maintain control if you handle things yourself, if the organization sees you as the project champion instead of the leaders, they will not take it as seriously.
On the other hand, try to guide (manipulate?) leaders too much into doing what you want and they will resist being a puppet.
So the ultimate change agent’s dilemma might be this: How do you balance control and influence?
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