from LaMarsh Global – https://www.lamarsh.com/
Change practitioners wear many hats. Their role is dependent on the project, organization, and overall change capability of the leaders and people within the company. The mosaic of responsibilities varies from project to project, and change practitioners may be involved in each of these roles – either at different points in the project or at the same time:
- Auditor: Gather and evaluate data on the state of a change or organization.
- Planner: Develop change management plans and establish decision making structures.
- Advisor: Review data and company goals to suggest options for decisions.
- Project manager: Implement plans and manage risk through the life of a change.
- Trainer: Deliver training to transfer change management knowledge and develop skills.
- Coach: Partner with leaders and employees to help them understand and work toward their goals.
Coaching is one approach in a change practitioner’s toolkit. It is among the most misunderstood and is one of the most powerful tools that a change practitioner can use to develop sustainable change capability in the people of an organization.
Change practitioners may select a coaching approach when working with individuals or groups impacted by a change, and coaching can empower leaders to be effective and willing in their roles as sponsors or managers.
A coach is entirely distinct from a trainer or advisor, explains Cathy Liska, the CEO and Training Director for the Center for Coaching Certification.
“As a coach, I know my clients have the capability of figuring out what to do and how to do it,” says Liska, who has over 25 years of experience in training and leadership development. “Telling somebody what to do doesn’t work. Inviting them through coaching to figure it out gets results.”
