How do you leverage organizational networks and informal leaders for change adoption and sustainability?

1 What are organizational networks and informal leaders?

Organizational networks are the patterns of relationships and interactions among employees, beyond the formal hierarchy and structure. They reflect how information, knowledge, resources, and support flow within and across teams, functions, and divisions. Informal leaders are the individuals who have high visibility, credibility, and influence in these networks, regardless of their official title or role. They are often the go-to people for advice, guidance, feedback, or help. They can shape the opinions, attitudes, and behaviors of others through their communication, collaboration, and modeling.

2 Why are they important for change adoption and sustainability?

Organizational networks and informal leaders can have a significant impact on the success or failure of your change initiative. Their influence can be seen in the diffusion of the change message, the alignment of the change vision, the engagement of stakeholders, and the reinforcement of outcomes. Additionally, their presence can help you overcome common barriers and challenges of change, such as communication gaps, trust issues, and resistance factors. For instance, organizational networks can help you reach a wider audience and build trust with employees. Furthermore, informal leaders can assist in tailoring and translating the message to different groups, demonstrating credibility for the change, and creating positive peer pressure for it.

3 How do you identify organizational networks and informal leaders?

To leverage organizational networks and informal leaders, you first need to identify and map them. Surveys, interviews, observations, network analysis software, or social media platforms can be used as methods and tools to do this. It is important to ask the right questions and look for the right indicators, such as who people communicate and interact with at work, who they seek out for information or help, who they trust and respect, who they look up to or follow at work, and who they influence or support. By analyzing the answers and data collected, you can uncover the structure, size, density, diversity, and centrality of organizational networks. Additionally, you can identify the roles, positions, relationships, and reputations of informal leaders by segmenting them by criteria such as function, level, location or topic.

4 How do you engage organizational networks and informal leaders?

Once you have identified and mapped your organizational networks and informal leaders, you need to engage and involve them in your change initiative. You need to communicate with them clearly and frequently, listen to their feedback and input, and address their needs and expectations. You also need to invite them to participate in your change activities, such as planning, designing, testing, piloting, launching, or evaluating the change. You need to empower them to take ownership and responsibility for the change, and to act as change agents and champions in their networks.

5 How do you support organizational networks and informal leaders?

Finally, you need to support and enable your organizational networks and informal leaders to perform their roles effectively and efficiently. You need to provide them with the necessary resources, tools, training, coaching, recognition, and incentives. You also need to monitor and measure their progress and impact, and provide them with feedback and guidance. You need to celebrate their successes and learn from their challenges. You also need to nurture and sustain your relationships with them, and appreciate their contributions and value.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?