The core training team,,., In most organisations the core team of training specialists is quite small, yet bears much of the responsibility for ensuring that new processes, key business applications or cultural change are implemented successfully and achieve intended business objectives. Subject matter experts in a training role... Inevitably, the core team is reliant on others to transfer knowledge and skills to the business units. This often involves seconding subject matter experts or business champions - usually selected on the basis of their subject or business knowledge rather than on their training ability - to deliver the training to their business groups. Learner support roles... Many others share in supporting learning in the workplace. Workplace ‘super-users’ may be tasked with one-to-one coaching, local support or mentoring for their colleagues in the workplace. Again, selection of these individuals is often more related to their length of service or aptitude at picking up new ideas or processes than their training skills.
listen, provide opportunities for development, ensure skills gained have enough space for implementation,
As mentioned above, a “change agent” does not have to be the person in authority, but they do however have to have a clear vision and be able to communicate that clearly with others. Where people can be frustrated is if they feel that someone is all over the place on what they see as important and tend to change their vision often. This will scare away others as they are not sure when they are on a sinking ship and start to looking for ways out. It is essential to note that a clear vision does not mean that there is one way to do things; in fact, it is essential to tap into the strengths of the people you work with and help them see that there are many ways to work toward a common purpose.
– Change does not happen overnight and most people know that. To have sustainable change that is meaningful to people, it is something that they will have to embrace and see importance. Most people need to experience something before they really understand that, and that is especially true in schools. With that being said, many can get frustrated that change does not happen fast enough and they tend to push people further away from the vision, then closer. The persistence comes in that you will take opportunities to help people get a step closer often when they are ready, not just giving up on them after the first try. I have said continuously that schools have to move people from their point ‘A’ to their point ‘B’, not have everyone move at the same pace. Every step forward is a step closer to a goal; change agents just help to make sure that people are moving ahead.
Asks tough questions – It would be easy for someone to come in and tell you how things should be, but again that is someone else’s solution. When that solution is someone else’s, there is no accountability to see it through. It is when people feel an emotional connection to something is when they will truly move ahead. Asking questions focusing on, “What is best for kids?”, and helping people come to their own conclusions based on their experience is when you will see people have ownership in what they are doing. Keep asking questions to help people think, don’t alleviate that by telling them what to do.
Stephen Covey talked about the notion that leaders have “character and credibility”; they are not just seen as good people but that they are also knowledgeable in what they are speaking about. Too many times, educators feel like their administrators have “lost touch” with what is happening in the classroom, and many times they are right. Someone who stays active in not necessarily teaching, but active in learning and working with learners and can show by example what learning can look like now will have much more credibility with others. If you want to create “change”, you have to not only be able to articulate what that looks like, but show it to others. I have sat frustrated often listening to many talk about “how kids learn today” but upon closer look, the same speakers do not put themselves in the situation where they are actually immersing themselves in that type of learning. How can you really know how “kids learn” or if something works if you have never experienced it?
All of the above, means nothing if you do not have solid relationships with the people that you serve. People will not want to grow if they do not trust the person that is pushing the change. The change agents I have seen are extremely approachable and reliable. You should never be afraid to approach that individual based on their “authority” and usually they will go out of their way to connect with you. That doesn’t mean that they aren’t willing to have tough conversations though; that also builds trust. Trust is also built when you know someone will deal with things and not be afraid to do what is right, even if it is uncomfortable. Sometimes trust is built when you choose to do what is right for your community or organization, as long as it is always done in a respectful way.
strategic, project management Give a vision how business works, engages team, drives competitiveness, develops broader mindset
Coaching - as a management skill, as assistance from top management Develops commitment, foster decision-making, develops trust