To aid in creating this sense of urgency, companies need to create a guiding coalition of leaders to convince and drive this message. It is important to remember that change leaders can be found at all levels of an organization—a common mistake is to think that these resources should only come from the executive suite or mid-level management. Strong change agents and key influencers can, and should, consist of a balance of titles, experience, functional areas of expertise, and organizational influence.
This team will be the backbone of the project and the first line of support when things don’t go as expected. They will also be invaluable change ambassadors who can help the organization embrace change with more casual methods. These individuals should be supported through team-building activities, resources, and recognition to keep them motivated and energized. This team will be making a significant emotional commitment, so leaders must be on the lookout for early burnout, and not be afraid to trade out team members if areas of weakness are identified or the need to rebalance is discovered.