How do you identify Culture Change champions?

I agree with @Mike Jones that the WHY behind the change is important. And then, you need to lead by example. If you are an existing business and decide to change the culture, the change has to start with you. You need to show everyone why it's important and how the changes will benefit them, as well as the business. And then, once you have their trust, they will follow your lead. It takes time and patience, but if it is done right, the change can be positive and long-lasting. There are also many other factors that go into creating a successful culture transformation, too long to go into here. Still, the keys to a successful transformation are: clarity, communication and collaboration.

Defining the vision and the WHY behind the vision is essential. The reality is most culture change initiatives fail. The reason for this is change requires ongoing effort and unless you give people a compelling reason to make consistent effort - by showing them how it will benefit them via a vision - people will resist change opting instead for comfort.

I wholeheartedly agree that many of the change champions are genuinely enthusiastic about culture transformation. However, I often find myself seeking out individuals with significant influence who may initially harbor reservations towards change. It's in these skeptics that I see untapped potential. The idea here is not just to convert them but to leverage their influence to create positive change across the entire team. When a skeptic transforms into a change champion, it sets a powerful precedent for the team. Their endorsement carries weight and can be instrumental in rallying team members, fostering a culture of adaptability, and ultimately ensuring the success of the changes we're striving for.

Unless the CEO is the principle culture change champion, you can consign the whole initiative to the bin. There is a deeply engrained misconception in many quarters that culture change is something you do to the organisation. It is not and cannot be. Culture is collective behaviour and the primary influence on that behaviour is that of the leader. Unless they change their behaviour, no change, however well meant, will be sustainable.

There’s a misconception that humans hate change and that change is hard. The reality is humans have thrived as a species by being great at and driving change. It’s not the change that is the problem but the way in which the change is approached. We can force change by showing people they have to change to survive (reactive change ). Or we can motivate people/businesses to change by inspiring people with a better future. Creating a clear and compelling vision then using your champions to communicate the depth of this vision is a solid tactic.