Exploring the Role of “The Change Agent”

Thought leader Adrienne Shoch, a leadership coach, trainer, holistic innovationist, and founder of 5 to 1 Consulting, LLC, writes in her essay, “Leading Transformational Change: An Experiential Shift From Doing to Being,” that the “art of transformational change is shifting focus from linear business processes, driven by task completion, to a more fluid and adaptive approach centered around people and their behaviors.”

Her essay is one of several dozen that can be found in the book, The Secret Sauce for Leading Transformational Change, for which I am lead author. All contributions are from senior business leaders, HR leaders, experts, coaches, and consultants. All provide insight and best practices for what it takes to lead successful transformational change.

According to Adrienne, relying solely on KPIs and results becomes increasingly challenging as the pace of change accelerates. Instead, leaders must turn to real-time experiential data derived from relationships and conversations to gauge the degree to which change is taking root. “As a leader of change,” she writes, “trusting your experience of what is happening is often the data you and your team need to confirm when you are on and off track.”

In the essay, Adrienne explores the concept of “The Change Agent,” with Jennifer Guidry, Vice President of Global HSE (Health, Safety, Environmental) and Sustainability at Precision Drilling. They describe a “Change Agent” as someone who views transformational change as an opportunity for personal and professional growth for themselves and those they lead. The following is a summary of some key points from that essay. For a more in-depth analysis, I recommend reading Adrienne’s full essay in The Secret Sauce.

The Role of Change Agent

To be an effective “Change Agent,” one must embark on a journey of self-development and cultivate qualities such as compassion, empathy, courage, and vulnerability. Without doing the necessary self-work, it becomes challenging to embody and foster the changes required.

Transformational change is not approached through a narrow lens of isolated components and static models but through a holistic perspective that recognizes the interconnectedness of dynamic parts.

Embodying change involves continuous self-inquiry and reflection, recognizing that the capacity to change and drive change is inherent in every human being. Of course, the question arises, “If we are designed to embody change, why does it often feel disruptive and difficult?” The lenses of Awareness, Culture, and Trust provide insight into this fundamental question and the role of “The Change Agent.”

Awareness

Building awareness begins with knowing who you are and aligning it with who you want to become. It involves deep self-actualization and a willingness to embrace the fear of not knowing.

Self-awareness requires reflection and inquiry, supported by questions that help identify the skills and behaviors that need adjustment, uncover blind spots, and explore potential obstacles to embodying and aligning with the change. As awareness grows, “The Change Agent” can anticipate and overcome derailers more effectively.

Culture & Legacy

Culture and legacy are powerful forces that shape change. Legacy anchors us in the past and can act as both an accelerator and a barrier to change, particularly during uncertain times.

The Change Agent understands the tension between legacy and change and connects the importance of legacy to the present and future through the use of Timeline Maps. These maps visualize the dynamics of change, highlighting key events, milestones, and patterns that have led to the current state. They also illustrate a new path forward with future events, milestones, and contributions that lead to successful change. By mapping out the transformational process, the fear of uncertainty diminishes, and safe access to future possibilities opens up.

Trust

Trust is foundational to change, and The Change Agent plays a critical role in modeling and cultivating trust. Trust begins with intuition and is reinforced with creating a sense of safety. The Change Agent combines vision, strategy, and relationship-building across hierarchical and informal networks, as well as external influences.

Trusting instincts involves testing assumptions, validating unknowns, and learning from others. Building communities of trust is essential for creating safety, commitment, and generating powerful real-time data. Trust is an intentional process that requires commitment, as losing trust can be challenging to recover. Uncertainty triggers the brain's threat response, hindering trust and acting as a barrier to change.

Be the Change Agent

Transformational change is less about what you have to do and more about who you have to be to make a difference. A holistic approach to change leverages the power of the past to reorient the present and shape the future. Trusting yourself and what you are experiencing often provides the best data to confirm you are on track. Thus, there is no better indicator to gauge the performance of change effectively than through the people experiencing it in real time.

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The Secret Sauce for Leading Transformational Change, from lead author Ian Ziskin and with contributions from dozens of senior business leaders, HR leaders, experts, coaches, and consultants, shares insight, vivid stories, lessons learned, and best practices for what it takes to lead, survive, and thrive in periods of transformational change. Available in hardcover, paperback, ebook, and audiobook formats, you can learn more at https://www.transformationalchangebook.com.