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FROM OUR CEO
3 Methods to Identify Change Ambassadors. If You Want Success, Only One Works
September 20th, 2019 | From our CEO
In the twenty years I have been involved in Change Management, I have seen three methods being used to identify change ambassadors. Only ONE of the methods work, if you want success!
My hope is that you challenge the method for change ambassador identification next time you are part of a change program.
But before showing which method work, if you want to success, let me ask you:
What Method To Identify Change Ambassadors Works?
How are the change ambassadors identified through the three methods?
You can also download the below overview here
How are the change ambassadors identified?
Top management in the organization identify the people they feel are best equipped for the role of change ambassador
Description
This method does not work for several reasons.
Firstly, top management does not have clear visibility into who has the informal power in the organization.
They have a biased view based on who they “see” in their daily work. The result is that they often appoint their own ‘pets’ or people they have been working with earlier in their career – also sometimes known as the ‘usual suspects’.
People have limited trust in this method.
How are the change ambassadors identified?
People in the organization are asked to self-identify as change ambassadors
Description
This method looks brilliant at first glance, as it aims to find motivated employees interested in supporting the change activities. When you look closer you see a different story.
People that self-identify can in principle be motivated, but they also often self-identify as part of a shameless self-promotion, where they try to position themselves for future career opportunities.
The people that self-identify are normally extroverts, which are outspoken & loud, but often lack informal power. Introverts very seldom self-identify
People have limited trust in this method.
How are the change ambassadors identified?
People in the organization are asked to identify, who amongst their colleagues they would like to be change ambassadors.
Description
This method resembles what we know from democracy, where we appoint the people, we feel are competent and sympathetic as spokes persons for our thoughts & feelings. It is therefore also widely accepted as a fair identification method.
The method allows the engagement of people that are invisible to top management, but who have tremendous informal power.
In the experience of Innovisor the right 3% of employees shape the perceptions of up to 90% of their colleagues. And among those 3% there is an overrepresentation of introverts
FROM OUR CEO
3 Methods to Identify Change Ambassadors. If You Want Success, Only One Works
September 20th, 2019 | From our CEO
In the twenty years I have been involved in Change Management, I have seen three methods being used to identify change ambassadors. Only ONE of the methods work, if you want success!
My hope is that you challenge the method for change ambassador identification next time you are part of a change program.
But before showing which method work, if you want to success, let me ask you:
What Method To Identify Change Ambassadors Works?
How are the change ambassadors identified through the three methods?
You can also download the below overview here
How are the change ambassadors identified?
Top management in the organization identify the people they feel are best equipped for the role of change ambassador
Description
This method does not work for several reasons.
Firstly, top management does not have clear visibility into who has the informal power in the organization.
They have a biased view based on who they “see” in their daily work. The result is that they often appoint their own ‘pets’ or people they have been working with earlier in their career – also sometimes known as the ‘usual suspects’.
People have limited trust in this method.
How are the change ambassadors identified?
People in the organization are asked to self-identify as change ambassadors
Description
This method looks brilliant at first glance, as it aims to find motivated employees interested in supporting the change activities. When you look closer you see a different story.
People that self-identify can in principle be motivated, but they also often self-identify as part of a shameless self-promotion, where they try to position themselves for future career opportunities.
The people that self-identify are normally extroverts, which are outspoken & loud, but often lack informal power. Introverts very seldom self-identify
People have limited trust in this method.
How are the change ambassadors identified?
People in the organization are asked to identify, who amongst their colleagues they would like to be change ambassadors.
Description
This method resembles what we know from democracy, where we appoint the people, we feel are competent and sympathetic as spokes persons for our thoughts & feelings. It is therefore also widely accepted as a fair identification method.
The method allows the engagement of people that are invisible to top management, but who have tremendous informal power.
In the experience of Innovisor the right 3% of employees shape the perceptions of up to 90% of their colleagues. And among those 3% there is an overrepresentation of introverts
Article by:
Jeppe V. Hansgaard
Connect directly with Jeppe via one of his social platforms.
Article by:
Jeppe V. Hansgaard
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