A bunch of you followed up with me after I posted Before You Bring in That Change Agent in September. Maybe this economy is provoking more organizations to source outsiders to drive course corrections or all out direction changes. Maybe, instead, recently less-than-successful change agents are formulating how to better set themselves up next time around. Either way, many of the inquiries I fielded weren’t from CEOs embarking on change, but rather prospective CXOs contemplating stepping into direct reporting relationships to them.
How do you improve the odds the new gig will be not just compelling but also winnable? Here are some recommendations for your due diligence before you accept that change agent role.
1. Test for Clear, Aligned Expectations
First – and I’m not kidding, here – make sure the top of the house is in agreement on the change they’re seeking. Do they describe it the same way? Are they consistent on why it’s imperative and urgent? Watch out when key leaders define the underlying rationale for your prospective role differently and sound like they’re hiring for slightly different jobs. It’s okay to tolerate a little ambiguity; not confusion.
Make sure that your prospective role is explicitly spelled out. Have they articulated the goals and performance targets against which you’ll be measured? Who owns the change, besides you? Don’t go it alone.
Finally, is the CEO the chief change evangelist? Have a conversation up front with her using Before You Bring in That Change Agent for your talking points. Really.
2. Gauge Change Elasticity
Assess how the organization handles disruption. How did they fare on the last big change? Has anyone previously held your prospective role and failed? Check that leaders have made the requisite shifts of mind to drive the change with you. Identify at least two other “true believers” in influential roles.
Feel free to turn the behavioral event interviewing back at them. Ask questions such as, “tell me about a time when key leaders stood up to the status quo and implemented necessary change. How did the organization do? What did it learn about itself?
Finally inquire into how senior leadership handles conflict. Are their meetings replete with robust idea sharing where honest and open inquiry is promoted? Driving change will demand it.
3. Formulate Your Counter-Resistance
Once you accept the role, it’s not a question of if there will be pushback, but rather what kind and how strong it will be. First, master your composure. Your co-workers will be scrutinizing your cues. If you’re anxious, deal with that before you’re on the job. Project confidence without arrogance and respectfulness without hesitancy.
Second, anticipate specific anti-change tropes and master your rhetoric. In their recent release, Buy-In: Saving Your Good Idea from Getting Shot Down, John Kotter and Lorne Whitehead warn of the four predictable resistance lines: fear mongering, death by delay, confusion, and ridicule. Prepare your responses before Day 1 on the job and manage your messaging.
When considering whether to step in as change agent, be unsentimental in your analysis and perform your upfront prep. This might just turn into the most exciting job of your professional life.