What actually is a change facilitator and what does he or she do?
The aim of this training is to enable internal employees to accompany change processes in their company. But they don't do this exclusively: they all still have their "normal" jobs.
Aren't these the proverbial "prophets in their own country" - experts that no one listens to because they are also part of the company?
It is true that they are part of the system. But that doesn't make them ineffective. On the contrary, it is important that there are internal sources of energy for changeability, innovation and reflection. You can't buy all that from the outside. But we are not dogmatic: internal and external change consulting have very different strengths and advantages and should complement each other. We offer both and combine them. This also sets us apart from the competition.
And what is the change facilitator training about?
This may be surprising at first, but at the beginning the focus is not on the change and how it can be managed, but on the person of the change facilitator. We come there about the personality and the personality development. Not everybody is suitable for this task, therefore the own view on "change" and also the own readiness for change is at the beginning. The training has a total of 6 modules of 2 days each, which are linked by coaching, networking, collegial consulting and sparring. And of course, we also talk about tools, i.e. the "method suitcase" that we like to use. But what is most important to us is that these tools are placed in competent hands.
And what do you think "competent hands" are?
We are concerned with a common basic understanding of the role and task of a change facilitator. This is a completely new function in most companies. It is therefore important to know how to deal with all the expectations of my role. Change facilitators have a very specific responsibility and also a very clear "non-responsibility". Only when this has been clarified can a change facilitator do a competent job.
Training sounds so formal. Are there exams, certificates or something?
Perhaps training sounds a bit unwieldy, but we wanted to make it clear that this offer is much more than just training. This refers to both the scope and the learning intensity, as well as to the assurance of sustainability. And yes: it's not just about regular participation, but above all about gaining confidence in application. We also check this and there is also a certificate for this. By the way, there is also an application procedure. Not everyone is suitable for this function. A change manager should have been with the company for at least 2-3 years. A good mix of talents, older and experienced employees is optimal. Hierarchy does not play a role. Neither does function.
Is it possible to fail this training?
You can too. We give clear feedback on development and learning success. It doesn't make sense to lower the standards, because the requirements in practice are quite high.
Speaking of "high standards" - are there any change processes for which you would not recommend using or training internal change facilitators?
When it comes to downsizing or restructuring, I would not recommend working with internal staff. You have to be outside the system. The focus here is on cultural development processes and all changes that can be shaped from within.
What conditions are needed at the customer's end for the product to be effective?
It is important that the change facilitators are not the only "fans" of change. We have also experienced that managers tend to withdraw when they see that there is a dedicated function for "change management" in the form of the change facilitators. This is dangerous. It is imperative that the management level be integrated and take on its specific responsibilities. Otherwise the concept will not work. That's why we also offer learning formats such as "Leading Change" parallel to the change facilitator training. These are aimed explicitly at managers.
In addition, the customer must be willing to support the deployment of change facilitators in the long term. If you want to make a difference culturally, you have to invest extensively and, above all, permanently. And that doesn't just mean money. Changes require a lot of energy, stamina and time. If these prerequisites are not met, the change facilitator function can quickly fade into the background. That's why we also place a special focus on sustainable anchoring.
And what are you doing to strengthen sustainability?
We have a lot to offer: from regular progress measurement by change facilitators to coaching contingents, support formats such as "collegial consulting", sparring or supervision, etc. However, it is not about mass, but about a specific tailoring to the corporate culture. Companies that are more prone to short-winded actionist campaigns need a completely different sustainability concept than companies that tend to act in longer time horizons. We know the companies very well. That's why we can also provide optimal support to change facilitators on the topic of sustainability.
The diversity of companies is a good keyword. For which companies is the change facilitator training suitable at all? Are there also small solutions for small companies?
The concept is more suitable for corporations and large medium-sized companies. But internal change facilitators are also very effective in small companies. Here, for example, we offer start-ups a cross-company exchange of experience and the qualification of change agents.
What is special about the trainers/consultants who implement this product?
Our own practical experience in dealing with change is extremely important. In addition, we demand to be informed about the history, culture, strategy, products - simply about everything that characterizes this company. Understanding the system without becoming part of it - that is the central requirement for our trainers and consultants.
Is there a nice anecdote that describes your product well in the result?
There is an exercise that we like to do again and again and that creates "shining eyes": "The final pitch": Imagine that you are invited by the MT and that you have to convincingly present your role as a change facilitator" - that is a special "goosebump moment" for me every time.
