Where did all the good ideas originate?
Someone stood up and said, "I think we could do it differently?"
As you follow that path to thought leader, there could be times when you feel like an imposter. It's up to you what you do next.
Change professionals originate from other disciplines. Trainers, HR practitioners, EA's; We all took a different path, so at some stage, you find yourself navigating tricky waters, outside of your area of expertise. What do you do?
As a contract Change Manager, I confess, I start a new contract with an attack of imposter syndrome. Presented with the legacy project documentation on an in-flight project, I'm overwhelmed by the amount of detail, and the sheer number of artefacts. My first reaction, "I've never created such a detailed change plan/impact analysis/communications plan/etc."
Should I have done? Was I a slacker in my last role?"
Then I ask myself, "Who reads this stuff, and what actions do they take next"? Quickly, I revert to my functional, plan on a page, common-sense approach to delivering Change, using my proven frameworks and methodologies.
I leverage technology and support Agile Change Management, focusing on visible immediate activity, rather than behind-the-scenes paperwork. It must be easy to identify activities that are not working and quickly change direction. I aim to inspire everyone involved in the project to be more creative and personable in their communications and ignite curiosity around technology. I draw on over 25 years' experience running various small businesses.
I'm different than most Change Managers. Different is good.
With their innovative chameleon cards, Gilbert Kruidenier and Peter Phan, classify the different types of Change Manager. Focus on what you do well and enthusiastically own that space. If you lack confidence, fake it til you believe it. Your approach may not be a great fit for some organisations or projects, and that's cool. They should select a different type of thought leader.
But, before you charge in with your new approach, you must have an appreciation of the existing landscape.
You need to understand the history and reasoning of the existing toolkit before you attempt to lead people along your path. Know the rules before you decide to break them.
I'm a PROSCI qualified Change Manager. Some of the PROSCI tools would not be ideal in some circumstances. Being PROSCI qualified, I can discuss why, based on my experience, a model might be outdated or unsuitable in this instance.
On the flip side, plenty who claim to be thought lea