Roles in Change Management

Jul 12, 2019 | Posted by Michael Campbell

Decades of research has demonstrated the pivotal role leaders play in ensuring the successful outcomes of a change initiative. However it's not just the leaders that contribute to change success, a whole system of people in the organisation support employees in making this transition. From the highest levels of leadership to front line supervisors, this blog examines the key roles in change management. 

Sponsorship 

Having an active and visible sponsor is the single greatest contributor to the success of a change initiative according to Prosci's Best Practices in Change Management. It is important for the sponsor to take leadership of change in order to take it from a undefined concept to building a set of actions and activities aligned with best practices. 

Managers and Supervisors

The role of managers and supervisors is to legitimise the changes impacting the teams they lead. They therefore should play a key role in producing change outcomes, with employees looking to their managers for overt instructions and subtle cues on how the coming changes within the organisation may impact their role. With only 34% of participants involved in Prosci's Best Practices research indicating that managers and supervisors are adequately prepared for their role in change, ensure your organisation is fully prepared for change. 

Change Agent Network

There is increasing popularity surrounding Change Agent Networks and using them as mechanisms for creating momentum and broad support for change. Extending project support and building credibility through an engaged group of advocates is a crucial role to consider in change management. This helps expand the reach of the change team, helping to convert more individuals from the current way of working to the future way of working. 

Consultants

Engaging the right consultants can add credibility, critical knowledge and proven outcomes to your change efforts. Strategically leveraging experienced change professionals can drive performance and may also increase the ability to deliver project outcomes by identifying and effectively partnering with the right change management professionals. 

Complementary Roles 

Change management teams can collaborate with internal support functions to enhance change management outcomes. For example, 63% of Prosci's Best Practices Research participants noting that internal communication groups supported or impacted their change management work. Working with Corporate communication departments, organisational development, HR business partners, business analysts and other business support functions can contribute to the effective adoption of change. within an organisation. 

Prosci Change Management Practitioner Certification Programme

If you are responsible for managing change on specific project(s) or building change management competency within your organisation. Our Prosci Change Management Practitioner Certification Programme is designed to ensure participants graduate as a Prosci Certified Change Management Practitioner, able to apply Prosci‚Äôs analytical tools and practical approaches to change initiatives, helping build organisational awareness and capability in change management.