A recent article at Harvard Business Review titled, “Why Visionary Leadership Fails,” describes how it is counterproductive to teach managers how to lead change if they aren’t in fact committed to leading the desired change, project, or strategy. If managers become strong change leaders but aren’t aligned with leading the change vision cast by senior leaders, they’re likely to go in their own direction, causing confusion.
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Seven Go-To Change Management Tools
Whenever I check in with people several weeks after they’ve taken my Fundamentals of Influencing Change at Work course, I ask which elements of the class have been most helpful now that they’ve had time to start implementing them. Invariably, they start to list the tools and templates they’ve used to gain clarity and make progress.
While I’ve heard that all the tools in the Influence Change at Work™ Toolkit have been useful at one time or another, there are several that come up again and again.
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Seven Essential Traits of a Change Agent
Over the last ten years, I’ve worked with a lot of change agents with varying types of authority, expertise, roles, and projects. And even though every situation is different, those who are most effective at getting things done tend to exhibit common traits. When coaching individual change agents, I find we work on building these seven factors to boost their influence.