Reflecting on my corporate career, there were many roles where I was hired as the ‘change agent’, to work in or with cultures that resisted change, with people that weren’t supported through change previously and it had left a bad taste.  Having spent the last few months working with diverse organisations and as a Director or a Consultant, and building a new venture of my own, it’s given good food for thought as to how in each of those roles, we have the opportunity to shape organisations today and into the future, that can look quite different to how they are today if we choose to switch or realign our strategy, focus or resources. 

Here are some reflections now when to be the voice and champion for change in whatever capacity you're in.

Change in a crisis is almost, dare I say it, easier, as there’s no debating the need for the change.

It’s like a big pink neon sign – go here (near-certain failure by doing things the same tomorrow as we did yesterday), or go there (new, uncharted territories but there’s a chance of survival). That’s a touch dramatic but it can be binary – do the same, or change.

In business-as-usual times (is there such a thing though really?), it’s harder to get the change or risk appetite aligned. Be that of the Board, the executive, the founders, the function or the site. Whoever the ‘team’ is, if it’s a good team it’ll be diverse, so there’ll be a mix of styles, risk preferences, skills and thinking styles. So getting the change tabled and the risk or growth agenda tabled is one thing, getting buy in to re-orient to this and acting in line with this, is quite another.

When you’re the diversity hire, the change agent, the new person, the outsider, the one that’s not quite drinking the Kool-Aid, it’s hard work. It’s hard to show up and be committed to your voice and leading, influencing and shaping a change. When it’s a numbers game and you’re the lone voice wanting to keep pushing the barrow on a topic or lens, it’s not easy.

But what’s the cost if you don’t keep raising it? Likely a degree of personal integrity is compromised if you start ‘fitting In’ for the sake of it. Whatever capacity you’re thinking of, there’s likely a good reason why you’re championing a new take on something, and it’s important to calibrate this with context for the business and the people too.

If you find yourself in this position, some approaches to consider before giving up or giving in to consensus can be:

The approach will always be context dependant but before conforming or quitting consider:

  • Understanding why the change or topic really stands out to you
  • Understanding if the change or topic is material and you believe it will benefit the organisation or there’s potential for undue risk/negative impact if it’s not progressed
  • A degree of curiosity as you lean in and try to understand the broader perspectives of the rest of the team around the table
  • Humility and openness to learn from the others and a willingness to adjust your view if needed
  • And if your view is deepened through all of this, then deciding to commit to championing it through or choosing a new space to be in

It’s hard to stay true to yourself and voice these opinions constructively when you’re the lone voice. If you’re committed to changing things then you have to ‘stand-alone and look ridiculous”. Hopefully, you’ve all seen the “first follower” video or that just sounds harsh!

If you can create the ‘movement’ in your teams through constructive, professional means, then the benefits are there for you all to share in. It’s also important to know when to quit. Championing innovation and change in a culture that’s got change fatigue, is burned out or at capacity, is change-resistant, or under-resourced will cost you mentally, physically and emotionally. 

Pick your topic and timing, and be honest about whether the team really has the appetite too. If there’s a low likelihood of creating the change and positively impacting this team or business, then decide how much you’re willing to commit energy and time-wise, and do only that. Then let it lie, or move to an environment that’s more aligned. Easy to say of course!

Change isn’t easy, but the right change is powerful for people, teams and organisations. Be brave, and be that lone voice if you need to be. You never know, someone may come to join you.