How do you create change in your organization when you don’t have much power or influence?
While you may not be able to change the whole organization, you can institute some level of change at whatever level of influence you have, whether that be within your team or department. So, today we will break down 5 steps to lead agile change even when you are not in charge.
If you’d rather watch a video than read, check out my Youtube video on this topic:
Step 1: Have a compelling reason
The first step is to think about your compelling reason for the change you want to implement. Start by keeping the end in mind and ask yourself: What is the impact of the change? What kind of gain will it bring?
It is possible you are just a natural adopter who wants change for the sake of change because you believe there are always better ways of doing things. But remember, not everyone is like that. People have very different reasons for doing things the way they’ve always done them or for executing any level of change. Don’t judge them too harshly and try to understand where they are coming from. The journey of change starts with empathy for those on the receiving end of that change.
Step 2: Find a sponsor
If your change requires tools or resources, you’ll need someone who can pay for those kinds of things, and this is where sponsors can come in. They are usually some level above you in your organization’s hierarchy, and can create great exposure and excitement outside of your team so that other people are also looking at the change you are creating.
As you are recruiting a sponsor, remember to consider what’s in it for them. Think about this and have a conversation so they understand you aren’t expecting them to just help you out of the goodness of their heart. Most people have limited time and resources, so if they are going to help you, what will they gain?
For example, if you want to adopt scrum because you feel like your team will be more efficient, how do you plan on sharing this effectiveness or learning with your sponsor? Will you help their team adopt a similar change? Or maybe now that you are more effective, you can deliver a faster/better product so they wont need to wait on you as long?
Think about your compelling reason and try to find the space in there for your sponsor.
Step 3: Go by affinity
Now that you’ve found your compelling reason and have your sponsor, try to identify who will go on this change journey with you.
Change is hard. Even when you are excited and willing to go for the change, you will face challenges. Try not to make your life harder by confronting conflict or convincing people to do something they are not interested in.
For example, you want your team to adopt scrum but they don’t seem interested in any framework or most points aside from maybe a daily huddle. So, start with that. Start meeting daily or maybe even weekly to ease into it. Find the one thing you can pick from the change that everyone might be willing to do and be excited about. Avoid dissent early in the change. Remember, at this point, you don’t have much power. The most influence you have is people’s own willingness to join forces with you.
Step 4: Follow Through
Don’t get discouraged or bored! Whatever it is you’re doing is new so don’t give up. Keep trying and learning and press through the discomfort.
If your “why” really is compelling, you have a sponsor who you are accountable to, and you have a group of people who are now just as excited, you should be in a great place now to continue with the change.
Remember, change will eventually become the norm, but it can take some time to get there.
Step 5: Measure right
Measure the right thing, at the right time, the right way.
If you are following through and measuring, you can choose to either persevere or pivot. Measuring allows you to notice patterns and results which should inform your decision to either continue doing what you are doing, or quickly change direction and try something new. If you do decide to pivot, remember you’re not abandoning things, you are adapting.
When you are measuring, think about the pace of measurement along with which numbers to measure and which tools to use. Pace considers when is the right time to collect information. For example, if you want to see if you’re becoming more efficient, you probably won’t notice much of a change if you are measuring every day. But if you measure every week/every other week, you can see more of the change. Sometimes you can measure too much and too soon that causes you to lose your ability to see trends or performance over time. How often you measure though will depend on the change you are putting in place.
So, try out these 5 steps in your organization! Remember, you can create some of the agile changes you want to see happening in your workplace, even if you don’t feel you have much power or influence. Maybe even share this video with some of your colleagues to start a conversation!
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