The Way of the Changemaker

Gustavo Razzetti
Jan 15 · 5 min read
Pic by @remiyuan/ Unsplash

The path unfolds itself.

The way of the changemaker is the most rewarding yet challenging path you can choose. The future looks bright ahead but the journey is messy and lonely.

“A change agent is a person who cannot help but to improve things. It’s like an addiction or a habit.” — Henrik Kniberg

I’ve always enjoyed the thrill of uphill battles — both as a former CEO and now as a change coach. That’s why I find it intriguing when I hear change agents complaining about how hard their job is. Especially, because that’s becoming a growing trend.

That you are in charge of driving change doesn’t give you any special privilege. It doesn’t guarantee your success either. Being a change agent is something you earn, not a title that is given by someone else.

Those who expect change to be a smooth ride are definitely in the wrong role. Comparing your reality how things should be or how things were in other organizations is pointless. The first step to becoming a successful changemaker is accepting the challenge that lies in front of you.

Resistance is not something you should fight, but embrace. Take it as a signal that your pushing people out of their comfort zone.

The way of the changemakers is not easy. Here are some thoughts to help you deal with uphill battles.

1. Being a change agent is a mindset, not a position

It’s not your title, but your mentality, what will move things forward. You are not in charge of change, but to facilitate the right environments and methods.

The role of change instigators is to lead the vision for change, not to control the process. They start the fire and inspire people but then step back.

Some people see a problem and complain about it. Change agents are always looking for ways to improve things but know they cannot do it alone. They are the architects of the movement but let others build the future.

2. Avoid the ‘us versus them’

Driving change is a collective effort; it cannot be limited to a few ones. Unfortunately, ‘formal’ change agents want to own change initiatives. Thus, creating a divide.

When change agents become deeply vested in fixing what’s broken, they become the ‘fixers.’ And at some point, things get personal. It develops into a “us versus “them” situation, and this is a problem.

Change is not about replacing the existing culture but building on what’s working. Successful change agents amplify the good in an organization. They integrate old and new elements.

Smart change agents never work alone, they “scale themselves” as Henrik Kniberg explains on Confessions of A Change Agent.

3. Welcome resistance — it’s both positive and fun

When change fails, managers blame people.

Many organizations have turned resistance to change into a pejorative term. They label people as “resisting change,” making things worse. Rather than opening up, people’s resistance increases.

Resistance to change is a signal. If you are not getting resistance is because you are not pushing the organization beyond the comfort zone.

What if you approach resistance as a signal, rather than as an issue?

Resistance is both positive and fun. It’s a confirmation that we are on the right path. But, also, makes the way of a change maker more interesting.

Overcoming resistance is an exciting challenge to solve. Empathize with people and understand what the fears or emotions that get in their way are. What is the loss associated with change? How can you help reframe the narrative?

4. Focus on making progress

Don’t be a perfectionist. Change is human and messy. Things don’t change overnight, neither in a perfect structured form.

Don’t try to change everything at once, either. Moving an organization out of inertia is a crucial first step. Aim for progress rather than for perfection.

Building a successful workplace culture is the result of compounding small, quick wins. That’s how the British

cycling team ended a 50-year Olympic drought. They looked everywhere to identify potential 1 percent improvements.

The team gained momentum by making continuous progress in various areas (diets, training, equipment, etc.). Compounded, those small wins became a substantial competitive advantage.

5. Sell the problem, not the solution

If you want people to be part of a change initiative, don’t impose a solution; let them co-create it. Rather than selling the “what,” focus on the “why.”

Henrik Kniberg calls this “Selling the problem, not the solution.” You might create the illusion that change is moving faster, but it won’t get any buy-in.

Explain the nature of the problem and why people need to solve it. Let people own the problem so that they want to be part of the solution too.

Sell what’s possible. Align people around the problem (“We need to cross the river”) and let them find what’s the best solution.

By selling the problem, you not only will get more buy-in but will uncover better solutions. Instead of merely building a bridge, some might suggest to deviate the course of the river or building a raft.

6. Discover secret change agents

The role of leaders is essential, but not enough, to effectively drive change. You cannot just depend on a few people. Your company must discover every ‘secret’ change agent that can help.

As Pascale and Sternin explain in this article, most organizations have people working at half their potential. The key is to engage the members of the community in the change process.

Who can help and support your cause?

The authors share an example of how Hewlett-Packard solved the thermal transfer issue affecting the life of a computer. The problem was seen as a ‘low-janitorial job’ — engineers wanted to tackle more intellectually challengings issues.

However, one engineer recruited 100 colleagues resulting in some unique solutions. This innovation funneled millions to HP’s bottom line thanks to the savings generated from cooler machines.

The Path of the Change Agent Reveals Itself

Driving change is messy, unpredictable, and human. That’s the most intriguing, magic part. Enjoy the journey; focus on the start, not on the end.

You will always face resistance — both internal and external. The bigger the challenge, the more rewarding the journey is. How bad do you want what you want?

Stop looking for things to be easy or clear. Follow the path. The way of the change agent always reveals itself.

Liberating Change

We help teams and people drive positive change by liberating the best version of themselves. Insights on #leadership #selfimprovement #teambuilding #innovation #orgculture.

Gustavo Razzetti

Written by

I help teams and organizations build purpose-driven cultures. Creator of the Culture Design Canvas. Insights →

Liberating Change

We help teams and people drive positive change by liberating the best version of themselves. Insights on #leadership #selfimprovement #teambuilding #innovation #orgculture.

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