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For Roman’s Janus was the mythological archetype for the concept of opportunity and transition.

Janus came to symbolize beginnings and endings.  You probably know him best because Numa, the creator of the Roman Calendar selected him to represent the first month, January.  In the Roman mythology he was most often depicted as having two faces or heads, facing in opposite directions because he had the power to see into the past with one face and into the future with the other and bend time and effect to his will.  He was the ultimate change agent.

As we put the last year to rest and begin getting excited about the year to come, we should perhaps begin by asking, “What makes a great change agent?”

Look at any effective organization and you will find indelible moments in their history where a change created a dynamic opportunity for that effectiveness.  The first key to effective change management is the ability to identify change before it happens through pattern recognition (learning from past mistakes), and then to, like Janus, bend time and destiny to serve you. It is also important to know when change is not really happening.  A lack of discernment can place your organization into constant flux driven by whim and undesirable external pressure.

You must also be flexible and patient.  Not every change process leads to the expected results.  To be an effective leader with respects to handling change you need you need to become adept at knowing the key barriers against growth during times of change:

1)    Sudden change with a lack of adaptability

2)    Lack of commitment in implementation of change

3)    Resistance of people involved in the change

4)    Lack of resources and preparation

5)    Poor perception management

If you don’t get a handle on these factors immediately the people you lead may become dissatisfied and this will result in causing them to never again be willing to commit themselves to change. It erodes trust and grows skepticism. The people you lead might perceive future initiatives as “just another fancy idea from the top,” which cause more work with few benefits.

It is crucial that you become adept at change management, but more importantly you learn how to identify and nurture the change agents in your organization.  Even if they currently are dangerous lightening rods they can be a tremendous asset if you get them grounded properly. It is the change agent’s applied capabilities that will most influence have the success or failure of the project.

The first two skills of an effective change agent is time/task management and the ability to motivate others.  They must objectively understand the limits of time and resource and then be able to convince others to join them in the effective urgency to manage a transition within those limits:

“Here is what needs to be done.  Here is how long we have to do it. Here is what we are able to do. . .now let’s do it!”

According to management guru, Jim Canterucci, there are five stages to growing into an effective change agent:

Level I

This type of leader accepts the need for change, communicates and defends the need for change throughout the organization, and creates an open and receptive environment to aid that change.

They are able to communicate small change initiatives with clear directions to individuals.

Level II

This type of leader can both define and initiate change. More importantly than can begin to identifies leverage change in processes and habits through example.

They are able to manage change on a local level that impacts more than just a few individuals.

Level III

This type of leader not only responds well to change, they cause it.  They can translate the vision of the organization into specific actions.  Because of their leadership and ability they influence the perception of the vision of the entire organization and redirect unwanted responses and outcomes into new approaches in the face of opportunities.

They can manage change over an entire region or network of smaller units.

Level IV

This type of leader manages complex change, understands the cultural dynamics of the current state of an organization, creates a tactical plan, balancing the current reality with the need for rapid adoption of the desired future reality

They generate system wide change with a high degree of  success.

Level V

These leaders are Champions of Change!  They continually challenge the status quo by comparing it to an ideal or a vision of change.  Obstacles are their friend.  Sometimes they even create and manipulate a crisis in order to support dramatic actions and change efforts, transforming the organization.

They can revolutionize an entire organization.

No matter what level they are at, change agents must be good at human resources.   It is crucial that they get all people affected by the change involved at some level.  The more they create ownership of vision in others, the more success they will have.  They must be master communicators adept emotional intelligence. They need to be able to read people and master the ability to understand and manage the opinions and doubts of others. Their mantra is that perception is reality.  If they do not properly translate expressions of vision and mission the failure of a project is almost certain.  Keep in mind that change projects challenge the existing cultural framework of an organization and this can easily lead to resistance and denial. It is the change agent’s task to generate acceptance in order to implement change with the people, not against them.

So how do you identify potential change agents to recruit and nurture? While change management can be taught, there needs to be some raw talent in the following areas:

The Best Change Agents Can. . .

sense change—almost before it happens.

set clearly defined, realistic goals.

be flexible in responding to change and helping others become assimilated.

utilize some basic team-building abilities and has a basic awareness of the need to delegate some tasks.

apply rudimentary networking and problem solving skills.

tolerate ambiguity and conflict while working comfortably, patiently and effectively in an uncertain environment.

communicate clearly and effectively.

employ interpersonal skills to relate to a wide range of demographics

motivate themselves and create enthusiasm in others.

nurture commitment and loyalty in others involved.

. . .AND MOST IMPORTANTLY:

They have an innate helicopter perspective.  They are adept at hovering and can stand back from the immediate project and take a broader view of priorities or zoom in and manage immediate needs.

Ken Glassmeyer is the Editor of Serve! Magazine.  He has been doing SE outreach in the midwest for over twenty years.  Ken is the author of a number of PDF guides available at Kindness Resources including the latest:  "Tactical Kindness." You can contact Kindness Resources LLC for more information on having him come to your church to coach, speak or consult.  To learn more about Ken, visit his site: SERVACITY