The learning curve of a Change Manager

One of the common reasons I hear from new Change Managers or Change Analysts is that they wanted to become a Change specialist because they care about people. "I am a people person so I thought I would become a Change Manager". And I say bravo to those who are self-aware and caring, and in the same breath I say you are about to venture into a very rewarding but at times challenging career path.

But I wasn't always a Change Manager. In fact 'Change Management' didn't exist when I graduated from University in my early 20's in Marketing. And I was lucky in my first role in an Insurance company, as I learned the ropes from a great Marketing/Communications Manager - shout out to Dawn! While I started in Marketing, I began to understand that campaign work was similar to project management (which was just developing as a discipline) and you needed to be structured as well as be able to be creative.

Some years on and working in Marketing but on projects such as events, launches and in direct marketing, I began expanding into the world of customer experience modelling. I was developing process improvement skills for customer oriented projects, and using my now blended Project and Communications skills. Then along came a thing called Change Management that everyone was talking about. By this time being more of a Project/Program Manager, but with strong communication/engagement/marketing skills and I realised I was asking Change Management staff to do their thing and figured I should find out what those 'things' were. 

I went and did my formal Change accreditation and like everything in life I had some a-ha moments from that training. It made me a better Program/Project person but also started my formal Change career. I find it is the perfect blend of skills and they all lend themselves to being the skill set required to ensure projects achieve their benefits - deliver on time but also with the right change strategy for the project to be effective.

But what things did I learn along the way when first getting into Change?

Change isn't about telling people what to do. Many newbies use the three words that should NEVER be used in a Change context 'You have to...'  or 'They have to..'. I sometimes chuckle out loud if someone says that to me. No-one has to do anything. Just ask a three year old to put on their shoes, or eat their vegetables. Nope you can't force anyone to do anything. It is about how present people with a choice, and clearly articulate what happens dependent on what choose. Change is all about choice and most effective when people choose the new way of doing things.

Don't expect anyone to understand what Change is. I don't ever teach Change theory to anyone in a project. The Sponsors and Project Managers don't care about the theory, they care only that the project is successful and that you support the project where possible. I do let the Project Managers know what I am delivering and when. Some businesses don't ask for a formal change plan, but I always put together the impacts and take the time (which isn't long when you have done it so many times) to document the impacts and change calendar whether it is ever seen or not. After a project has been through delivery with me as a Change lead, THEN they understand what a Change Manager does. I teach through action, and then summarise for everyone at the end! 

You are going to be a professional translator and story teller.  Just like a good business Business Analyst translates business requirements into technical solutions, a Change Manager translates project objectives into the 'why's' and WIIFMs (What's in it for Me's). When assessing impacts and change, you are building a story that can be told to the stakeholders and in line with the project plan you are saying when the range of experiences will be taking place. The better the story teller you are, the better your communications will be.

You will need a thick skin and resilience like no other. Typically Change Managers are a little more on the sensitive side as we are students of human behaviour. We are seeing how we can affect human behaviour through our approaches and techniques and we feel the 'resistance' first hand to change. So as a Change specialist you will need to take care of yourself emotionally and know when you are investing too much of yourself in a project or you may burn out.

You don't have to be an extrovert to be a change manager - in fact it is better that you aren't as the Change is not about you. Many Change Managers like to get up and speak about the Change, but a strong Change sponsorship model will mean the opposite to that. Leaders and stakeholders should have the script and be coached up to talk about the change. Many leaders feel more comfortable to let the Change Manager be the representative for the Change but that should be avoided at all costs!

These are just some of the lessons I have learned from my many years of Change experience, and I will continue to share some of the biggest lessons in the coming weeks. If you have some change stories to share just contact us, as it would be great to hear them and share them with our community!