CHANGE MANAGEMENT TIPS - 4 Steps to Developing Effective Process Change Advisors

The change management Process Advisor (PA)knowledge base of each member of the team as
process is a two-way street. It cannot havewell as providing assessment, challenge, and
effective and successful PAs if it does not alsosupport to each other. The PA then becomes a
educate, support, and coach them. Thesevaluable resource and coach for other PAs when
measures can be covered in a number of ways:they work with advisees.
training, frequent communication, quarterlyProcess advising blends face-to-face dialogue with
meetings, annual retreat, and peer reviews.telephone work. It is different from executive
1. Training: Seminar program is offered for PAs tocoaching, which occurs mostly in one-on-one
teach program goals, PA competencies,interactions conducted usually at very senior levels
expectations, and the purpose of selection andfor a select few and which seems to carry a
further coaching. PAs are provided with a verygreater sense of urgency for the organization's
clear and structured set of instructions,strategic success. Process advising, because of its
affectionately called the "PA Waltz," that covers infocus and design, is valuable to a larger number of
detail what needs to be done over severalpeople. In one sense, it is for the masses, that is,
months that comprise the development process.for people in upper management or on
The instructions include such information ashigh-potential tracks.
guidelines for preparing for each phone call and forThe process advising system seems less intense
the one-on-one meetings. PAs also receive a formthan executive coaching. This may be because it
to use with their advisees for scheduling theoperates within a specified time and a structural
telephone contacts, suggested journal inputframework. That framework includes a clearly
questions, and a journal review sheet to help inarticulated intent with specified goals for the
preparing for each call.development relationship, a set of competencies
2. Frequent Communications. The PA and programto use as reference points, a focus on what the
staff should have frequent contact that includesadvisee's situations or issues are to be worked on
advice on how to respond to calls or to emails,and, the development of an ongoing strategic plan.
provides a means of exchanging ideas andBecause of the limited face-to-face time during
questions, and allows for a sharing of tactics thatany change management process, the PA does
have worked for other PAs.not usually have the added benefit of being able
3. Quarterly Meetings and Yearly Retreat. Each ofto read the nonverbal signals that can spur
the meetings has a specific focus and is meant toquestions or dialogue. The PA does receive the
help PAs and program managers learn from eachadvisee's journal entries prior to each phone
other and contribute to a general knowledgeconversation and can use the material to
about the process. The yearly retreat keepsunderstand what has been occurring between
staff updated on the latest program innovationscalls. Advisees often remark that the face-to-face
and thinking and provides additional learning andmeeting is extremely beneficial because it is an
community-building opportunities. Sharing stories,opportunity to reconnect and focus on what has
experiences, problems, and concerns increasesgone on since the last meeting. Advisees also say
each PA's understanding of the PA methodologythat the one-on-one feedback lets them connect
and enhances his or her effectiveness.with their PA in ways that phone calls and emails
4. Peer Reviews. Reviewing each others work anddo not. Studies indicate that three months is
techniques is used as learning and coaching toolsabout the longest that the PA/Advisee relationship
for PAs. The PAs discuss their work with onecan be enthusiastically kept alive over the
another in review teams, thus expanding thetelephone.