Change does not send a calendar invite

When you move into leadership roles, change management is a regular buzz word that pops up.

The word is thrown around interchangeably to project management. It is often seen as a smart list of tasks to ensure communication runs smoothly when sharing information people do not want to hear.

But being a true change agent and understanding change management is anything but a task list. The task list is a culmination of the discipline.

I learned early in my career that the task list was not enough.

Now, I have to say I have worked for some very employee centered brands and was built by leaders who embody change management; but I also have had my fair share of those who see it as a task list. One of my first layoff communications was unfortunately with an organization that felt a solid project plan was good enough.

I received the documents, the details on timing, the message I should say, the phrases I shouldn’t say; physical paperwork and a “how to” for processing in the system after. At that moment, I felt prepared.

But then the employee walked in.

No matter what was in front of me, the notes, the physical forms… none of it could prepare me for the feeling I got looking into their eyes.

We both knew something was about to change. I think that person could sense I was uncomfortable. Up until this point, I barely delivered bad news and my demeanor was for sure off.

We got through the conversation. Tissues were needed. I likely over-spoke. I went home with a heavy heart that day. I did not know how to help, but I wanted to help; but I could not help. I am sure that individual had a lot of big feelings for a bit of time. This is my assumption as I never spoke to them again.

But I did have dozens, if not hundreds, of these conversations since then. From that moment forward, I acted as a change agent and utilized my organizations change management tool.

So what is a change agent?

Someone who embraces change, someone who amplifies change, someone who looks at processes/programs for ways to improve. It is not a turn on and turn off, rather a driver of improvement. Which means you speak with more inquisitive focus. You carry a higher EQ so you can see human behaviors and the impacts. You lean into context and timing. You look to connect dots. Because improvement only comes when you understand all the aspects of the issue.

Living this way as a leader means that 1:1s have a sacred moment on the calendar for intel on the business, on processes and on your people. You attend every business meeting you can for context. You use your leaders time to gain more context and insight; you test ideas. You are open to letting your team fly without you; but you ensure if they fail… it is fast and with coverage. You study your business, you study your team and you look for improvement that is iterative. You do not get stuck in perfection but in a place of improvement.

Would it be great if every company held leaders to these standards? Of course. But they won’t. So I implore you to hold yourself to those standards. You do not need an invitation to hold a good 1:1. You do not need permission to ask for context and insight. I have never found that when you ask to learn or seek to understand that a colleague openly says “no.”

So ready yourself for change by living as a change agent everyday.