How do you create employee champions for change?

Employee champions for change are crucial as advocates, inspiring engagement with new initiatives. Their commitment fosters a positive workplace culture aligned with diversity and inclusion, enhancing employee satisfaction. Champions play a vital role in effective communication, bridging gaps during change and mitigating resistance. In your dedication to justice, equality, and intersectionality, employee champions significantly drive the success of Employee Resource Groups (ERGs) and diversity initiatives. They embody values, drive positive cultural change, and play a pivotal role in creating ethical, equitable, and inclusive workplaces.

In organizational change, leveraging the entire organization is key, similar to how a sports team operates. Leadership sets the change direction like a head coach devising a game plan. The crucial link for successful execution lies with the employee champions - akin to experienced players. These champions excel in translating leadership strategies into practical, team-relevant actions. They understand the intricacies of both the plan and the team dynamics, effectively bridging the gap between management's vision and its actual implementation. Their role is vital in ensuring every team member is not just aware of the change but is also prepared and motivated to embrace it.

I like to call them influencers! - Identify potential Influencers who have influence, credibility and enthusiasm in their teams or departments. - Involve them in the planning and design of the change process, and their feedback and input - they are one of your most valuable stakeholders! - Provide them with clear and consistent information and resources to share with others. - Recognise and reward their efforts and achievements in facilitating the change. - Monitor and evaluate their performance and impact, and provide them with ongoing support and coaching. Encourage them to share their success stories and what's working to share proven practices.

My contrary opinion is that employee champions are not an effective tool. Rather, I want to see every manager as an employee champion. Managers have the most impact upon individuals in terms of engagement and wellbeing. So it makes sense to focus on making managers your champions.

Look for champions in your organization who are always seeking a better way for the good of everyone. These individuals will genuinely care about others and often come to meetings with different perspectives. They are all for doing things different and they can easily talk others into following suit as they show the benefits to people around them!

Think about who your influencers are - who are the people who have the biggest sway on opinions? Who do people gravitate to? Make them your champions. But don't just build a network of the 'usual suspect' enthusiasts... Who are the grumpy crowd? Where are the noisy cynics who could derail efforts? Get in front of them early, make them feel listened to and part of the process. There's nothing more powerful than someone who is normally a naysayer, backing you and your change.

Selecting change champions requires a focus beyond traditional 'model employee' criteria. It's important to consider not only interest in change, credibility, and skills, but also the potential champion's influence among peers. Effective champions can include those on the fringe or even perceived troublemakers, as they often wield significant informal influence. Using methods like surveys and focus groups helps identify these individuals, but also look for those who truly resonate with their colleagues. The right champion isn't just ideal on paper; they need to authentically connect with and inspire their peers, turning potential resistance into active support for change initiatives.

Nominating teams of employee champions for change, rather than individuals, can lead to greater success. This approach broadens perspectives and enhances coverage across the organization. Teams bring diverse skills and viewpoints, fostering a collaborative and inclusive change process. They provide a support network for each other, ensuring resilience and a unified purpose. With their wider reach, teams of champions can effectively penetrate different departments and levels, ensuring a more comprehensive and successful implementation of change initiatives. This ensures a more inclusive and comprehensive implementation of change, enhancing the likelihood of success and sustained impact across the organization.

With engagement champions, look at getting a diverse group of people, at different levels, in different job functions and (if applicable) different locations. Think about influential people in your ranks, and those who are confident to speak up. We are increasingly using focus & action groups in clients, and these are comprised of a cross-section of people from across different teams. Looking within such groups for 'champions' is a natural progression as these people may already be more bought-in to improving employee engagement and the workplace experience.

Unlike individual champions, teams offer a collective dynamic that, if harnessed correctly, can greatly amplify the impact of the change initiative as they are easier to engage and empower. Organize regular cross-team meetings for champions to share experiences and ideas. This not only promotes knowledge exchange but also builds a community of practice, enhancing solidarity and mutual support among the champions. This also encourages open dialogue and diverse perspectives. Empower teams by involving them in decision-making processes and recognize and celebrate their achievements, both as teams and individuals, to maintain motivation and showcase the tangible impact of their efforts.

Equipping your champions to take on their role effectively through training and coaching helps them to take ownership and evangelize the change in a way that feels authentic and empowering to them. It also helps them to cultivate their leadership and influencing skills. It's also important to frequently recognize how their champion efforts help to move the needle forward in successfully managing the change. This reinforces that they are valued and supported.

Avoid treating teams of employee champions as static units; instead, view them as evolving entities that can grow their influence and capabilities. Encourage them to undertake more complex, strategic roles, like mentoring new teams, participating in high-level decisions, or leading cross-departmental projects. This not only keeps them engaged but strengthens their collective skillset and impact. Additionally, it's important to recognize and highlight collective contributions. Celebrate their achievements and provide opportunities for them to share. This strategy not only maintains their motivation but also fosters a culture of collaborative change, where teams are empowered to lead and drive organizational transformation.

The goal for creating employee champions of change is to eventually not have to constantly lean on them when you want to initiate change. If done correctly, these champions will have helped to create a culture of flexibility, transparency, and openness that will make it easier to initiate ideas and changes in the future. The key here is to continue to build on that culture for your entire organization, not just with your initial champions.

In creating employee champions for change, a key strategy is the annual rotation of champions. Designating them as, for example, "2024 Champions," sets a precedent that this role is a privilege to be earned yearly, rather than a permanent title. This approach keeps the initiative dynamic, ensuring fresh perspectives and preventing stagnation. Over time, even dynamic champions can become too accustomed to their roles. Regular rotation brings new energy and ideas, essential for maintaining momentum. It also broadens participation, as more employees get the opportunity to lead change. This not only rejuvenates the change process but also cultivates a culture of shared responsibility and adaptability, vital for a resilient organization.