Roles in a transformation

Topic time estimate: 6 Minutes

Talking about business change and the commonly used jargon can be confronting. Change Management specific terminology is not always easy to understand and differentiate.

Let’s start on the same page and define Change Management, Change Leadership, Change Advocacy and other words you might stumble across in this field.

Video time estimate: 4 Minutes

What’s the difference?

Change Management

Change Management defines the structures, processes and methodologies a Change Manager or Transformation Lead uses to manage the human side of a transformational project. A Change Manager is a dedicated role or function that can work centralised in a Project Management Office (PMO) or Change Management Office (CMO) or be assigned to support a specific project or programme from start to finish.

The most popular Change Management methodologies include:

• Lewin’s change management model: Unfreeze, change, refreeze
• McKinsey’s 7-S model (Strategy, structure, systems, shared values, style of work, staff, skills)
• Kotter’s 8 steps (burning platform, change team, vision, communicate, resistance, milestones, momentum, maintenance)
• Prosci’s ADKAR model (Awareness, desire, knowledge, ability, reinforcement)
• Nudge theory
• Bridges transition model (Loss, neutral limbo, new beginning)
• Kuebler-Ross’ grief model (Denial, anger, bargaining, depression, acceptance)
• Approach Services’ 6C’s
• ACMP’s CCMP (Change impact, strategy, planning, executing, close-out)

Change Managers work closely with the project manager and stakeholders to plan, manage and monitor the change impact assessments, change communication, training and coaching, resistance management and (executive) sponsorship for the transformation.

Change Leadership

Change Leadership is a set of skills and capabilities that map across the organisational leadership capability framework. These skills enable formal leaders (executives, managers and team leaders) and informal leaders (emerging leaders, local influencers and key stakeholders) to inspire and guide others through change. Prosci’s studies found the #1 reason for successful change is when formal leaders actively and visibly sponsor the change from start to finish.

Authentic and skilled sponsorship can make or break the project’s benefits realisation. Furthermore, change leadership cannot be outsourced but rather needs to be built over time and embedded in an organisation’s culture. Our 6 EXCELerate Change Leader online courses cover all aspects of being a leader that “walks the talk” during a transition.

Watch the optional material found at the top of this page to learn more about the difference between Change Management versus Change Leadership.

Change Advocacy

The most under-rated but impactful position during a business change is the Change Advocate, also known as champions, ambassadors, early adopters or key stakeholders.

Advocates promote and support change. They champion their efforts toward making the change happen. Change advocates can exist at all levels of an organisation. These advocates are part of the informal leadership network of your business. They are influential and respected leaders within the areas they work.

The law of diffusion and innovation says, to focus on winning 15% of your overall stakeholders, and others will follow. Once the innovators and early adopters love your idea, it will create demand for the majority of your stakeholders.

Watch the optional material found at the top of this page to learn more about the law of diffusion.

Optional Material

There are 15 minutes of optional video material available for this topic. Simply open the material tab at the top of this page to learn more about Change Management versus Change Leadership and The Law of Diffusion.