Can a President, CEO, or a company hire someone to lead change in their organization? Can a leader of any part of an organization rely on someone outside or inside their group to lead change for their group? You probably surmise from my question in this post that my answer to this is a resounding and emphatic “NO”!

I saw a related question posted to a group I belong to in an online community relating to organizational change. To paraphrase, the member asked what to do when senior management was not staying connected and involved to a change initiative? At first, I was shocked, and then I realized this might happen more often that I think. But the overriding thought I had reading the question was “If senior leadership is not connected to a change initiative, then that change initiative is not worth doing apparently, or certainly not worth continuing.” If there is a change initiative that is truly worth accomplishing, genuine leaders would naturally and enthusiastically be involved and not have to be persuaded to do so.

I do admit that I am using a bit of semantics here in that I do believe you can hire or contract with someone to “facilitate” change, but facilitation is far from true organizational leadership and while a facilitator can guide you through the process of change best practices (the “how” to change), and even participate as a facilitator or actual voice in determining “what” needs to be changed, a successful change initiative requires the full participation of the organization’s known “leader” (either at a group or company level depending on the scope of the project). To say it more succinctly, without strong leadership, planned organizational change will never be realized and sustained.

If strong leadership makes such a huge difference, then what is the leader’s responsibility in driving change that is SO different than a hired change agent? It’s not “authority” that matters, that is for sure. Yes, a leader can just tell people to change, but that coercive approach is doomed to failure when only based on authority. A strong leader bring “influence” and if a true leader, then “followers”. In other words, people choose to follow them as a leader, trust them, and the influence of that leader goes a long way in the process of change when used wisely.

Citing the work of Warner Burke’s Organization Change: Theory and Practice (2002), these are the key activities of a strong change leader (not facilitator) during the progression of any change initiative:

Pre-Launch Phase

  • Self examination in terms of their      commitment to the change, tolerance for ambiguity during the process, the      amount of “control” they want and are willing to give up, and      how to handle resistance when presented without reacting personally,      motives, and of course whether the change aligns with their personal      values and they can give 100% support
  • Gathering information from the      external environment (best if engaging a larger group and working with      them to examine the external environment) and what changes are occurring      that necessitate change. This could also be examining internal drivers for      change as well that are bubbling up in the organization.
  • Establishing a need for change      (clear, concise, reason for change)
  • Providing clarity regarding vision      and direction (story that can be told again and again during the process)

The Launch Phase

  • Communication of the need for      change (clear and often)
  • Initiating key activities      (engaging the right people and priorities)
  • Dealing with resistance      (willingness to hear and deal with resistance)

Postlaunch Phase (additional implementation)

  • Use multiple leverage points –      intervening with multiple groups of people or situations to stay      persistent in pursuit of change
  • Taking the heat (own the change      and the temporary “chaos” it creates as adjustments are made)
  • Consistency
  • Perseverance
  • Repeating the message (repeat the      story)

Sustaining the Change

  • Dealing with unanticipated      consequences (these will occur and are opportunities for further change or      revision of change)
  • Momentum (keep it going)
  • Choosing successors (who in the      organization can keep things on track as change sustainers, who to put      into place with new thinking from inside or outside organization)
  • Launching new initiatives (next      change)

Do you need a change facilitator? Most organizations can greatly benefit from hiring someone to assist you in the process of change. However, without strong internal leadership – full commitment to active participation in activities such as the ones listed above before, during, and after the process – even a good facilitator and a great reason for change may not deliver the success you need. It’s not hard to follow good leadership, especially a leader that is visibly part of the change process.