You will not find change managers amongst the top management. We don’t wear executive suites. We dress casually, and we are right in the middle or the frontlines of the organization. While other managers try to keep things under control, we are determined to shake things up. We connect with top management mission and strategy with fresh market insights. Denial is not in our vocabulary. Our approach to finding the truth about what is best for the organization is to regularly talk with customers and learn from first-hand what markets are up to. We use this intelligence to energize the people who work around us.
We aim to bring change in the actions of all around us. Though we focus primarily on the scope of our projects, that is never enough. We must also influence executives at higher levels and other managers and peers to adopt a change. It is impossible to make a difference as a standalone; change managers understand that and pursue to convince all stakeholders.
We don’t apply standard “off-the-shelf” approaches. Instead, we look for what will work in the situation at hand. We adapt the methodologies as we need to make a change. Sometimes we might start with a specific problem-solving tool or team structure that has worked for us before, but we never leave it at that. Moreover, we supplement past approaches with new techniques learned from others; we redesign, cut and fit, and keep on tailoring as the change effort unfolds.
We are never addicted to a single leadership approach. The personal favourite style is not always the best way. When we cannot adapt our own practice, we find others to lead portions of the effort to achieve the results we all need. The important thing is to pursue the goal, the change that matters.