It’s Not What You Do, It’s Who You Are

Abstract

In today’s turbulent business environment, people from all walks of life are counted on to help guide others successfully through change. The majority of these change practitioners – professional change agents, Human Resources business partners, project managers, and others – do an acceptable job. They are recognized as helpful tactical resources when executing incremental change initiatives and generally have only marginal influence with the leaders they support. A much small percentage of change practitioners, perhaps 10%, are recognized for their invaluable strategic contributions in support of the most difficult change initiatives and enjoy a disproportionate amount of leader influence.

What accounts for the difference in the value these two kinds of practitioners generate? In this chapter, Daryl Conner makes the case that the real difference isn’t in the change methodologies they bring to the table. Rather, it’s in how they “show up.” It isn’t what you do, it’s who you are. Highly influential change practitioners are not only exceptionally skilled in the use of concepts and tools, they incorporate an authentic expression of their unique character and the presence it generates as part of the value they provide.