How to Be a Change Agent

Change is inevitable in business, which is why change management is a key skill set for admins and EAs to master. In this episode, we discuss the change curve, emotional regulation, and the importance of building relationships to implement change initiatives.

Recorded at EA Ignite Fall 2024 and produced by the American Society of Administrative Professionals - ASAP. Learn more and submit a listener question at asaporg.com/podcast.

Leah Warwick: Hi, everyone. I'm Leah Warwick, and you're listening to "The Admin Edge." In this final episode of season six, reported at the ASAP event EA Ignite Fall 2024 in Miami, I was thrilled to chat with speaker Monica Brooks on how to navigate change. Considering that change management is an essential skillset for not just admins today, but all business professionals, I hope you glean some helpful insights from our discussion.

Hi, I'm Leah Warwick, Editor for ASAP, and my guest today is Monica Brooks, people developer and consultant at Monica Brooks LLC. Welcome to the podcast, Monica.

00:00:46                     

Monica Brooks: Thanks so much for having me. I'm happy to be here.

Leah Warwick: It's always such a delight to have you – just so happy that you're here at EA Ignite. And your talk, which you're going to be doing tomorrow, is on managing resistance to change from others, and also managing your responses when change doesn't align with your expectations. Why is change management and emotional regulation so important for all of us, but especially for executive admins working with executive leadership teams?

Monica Brooks: Understanding change is incredibly important because it's the constant, right? We've been through changes in the past, we're going through changes now, and no doubt we're going to have changes in the future. So understanding how to manage yourself is really important because change can be emotional. We have a lot of emotions tied to change, especially when we like things the way they are. They're comfortable that way. But also when we work with our executives. So it's important for EAs to be aware of their emotions and to really set that tone because they have a ripple effect. Their emotions can be seen, and they probably realize that they're kind of on this platform because they're this direct extension from their executive.

00:01:59

So it's important to understand that it's going to happen. You're going to feel emotional over change, and so is your executive. So even if you present a change to them, you're going to feel that. You're going to feel the emotion behind it, whether it's resistance, which I'm talking about tomorrow, like resisting that change – so having the awareness to it can help you manage that better. 

Leah Warwick: Right. One change, for example, that an executive might be resistant to is you going to them and talking about your career progression. That's something that you might feel in yourself very nervous about, so you have to regulate that emotionally, and starting with self-awareness is very important, because often we react.

Monica Brooks: Absolutely. There's always this stimulus and response. So we get stimulated by an idea, or somebody else does, and they respond. We respond to all kinds of things all day long. We're responding to social media. We're hearting it with like a split-second thought. But when change occurs, whether it's happening to us or we're presenting that change, that pause is incredibly important, because that's where you have the power to choose what's next.

00:03:05                     

Leah Warwick: Yes. Stop. Pause. Check in with yourself and then respond. I love that you provide that framework. It sounds so simple, but really so few people pause before they speak, and it can really make a huge impact on how that conversation goes, especially around change, which can be very emotionally fraught. EAs are often responsible for communicating major changes. Something you talk about is the change curve and using that to effectively manage expectations. Could you share about the change curve and how to reference it?

Monica Brooks: I love talking about the change curve because it really gives you a picture of how change works. If you were to Google it – our listeners could Google the change curve. I did not come up with it. But it takes you through the emotions over a period of time of what emotions you're going to experience, and the morale when you're feeling those emotions.

00:04:00

So when emotions are running high, our morale goes down. The curve is on the downward spiral, almost into this depression, and I can't help but think sometimes about the pandemic and how we were all impacted by that. There was a certain time of depression we all felt because there was so much uncertainty that we had no idea what was going to happen and what was going on, and what was this COVID thing? 

But when you look at the change curve, the moment it starts to go up, the morale goes up when you start to take actions. Knowing that emotions are happening can help you respond to other people, to meet them where they're at. Sometimes we want people to be like, "Oh, well, I'm on the acceptance. I'm into the integration. I'm taking action. I'm through the emotion. Why isn't everybody else?" That's not how it works. 

00:04:47

As an EA, when you're aware of the emotions they experience, you can tailor your communication: "There might be some uncertainty right now about this change. Here's what I can tell you." Or just talk to them, like, "How are you feeling about this change?" Being aware of those emotions on the change curve, as well as the action, can help you move through change successfully. It's never one and done. That checking in with people, making sure they're okay, is a cycle. You have to keep doing it because change changes, as well. Like if you have a big project – say a new ERP system or something you're doing new travel and expense on – that can also change while you're implementing something, so it's like you have to stay up with people.

I always talk about being in the business of people. People are our business and maintaining those relationships and keeping that communication open is really important during change. 

Leah Warwick: Absolutely, because most change, even if it's a positive change, like we're moving to a better office – you're still moving, so change is still difficult because you're requiring people to do something differently, and it's really important that, even if a change is "positive," you still would need to go through these steps.

00:05:58                     

Monica Brooks: Yes. One of my quotes that I love sharing in my presentations is that it doesn't matter if the change is positive or negative. It's still going to be uncomfortable. Even if it's that brand-new office and you get a window, it's like, "Oh, this is going to be new, a new location, new parking, new route to work." It could be anything. So it's remembering that, yeah, it's uncomfortable, even if it is something that you're looking forward to.

Leah Warwick: I love that. That's so good. Many EAs are wanting to instigate change themselves. Maybe it's a process for more streamlined executive operations, which we've been hearing a lot about at this event, or proposing a new structure for EAs at the company for career advancement opportunities. These are big changes that might ruffle a lot of feathers, so how would you recommend they approach a conversation like this with an executive?

00:06:45                     

Monica Brooks: I would say, make sure that it's planned. First, have a plan to approach them and have a conversation where it's one-on-one, uninterrupted. But one of the other techniques from Stephen Covey is "begin with the end in mind." So what does the end look like, and how are you going to get there? But also, executives love data. Bring examples to them. They have these really big goals for the organization on how to move forward in the organization, even if it's just innovative [sic] or culture. How can the change you're bringing support the organization's goals [and] therefore support them? So you have to think big picture also.

And then also get clear on your why. Why do you want to bring this change? There has to be a root reason. Is it to make sure that the process is better? Is it going to cause more efficiency? Is it going to save them money? Just have those ideas, like on paper; that way, you can present it to them. I've learned this in my own corporate job. Leaders love data. They love examples, so be prepared with something, even if it's someone in another organization that has the same process and is driving the same efficiency. Use that as an example. Have a case study, something. But just don't come and say, "I think we should change how this looks." That's not enough. 

00:08:08

Bring them hardcore things that they can look at. You want to see that lightbulb go off, like, oh, okay. And this supports the organization's goals, too. And this is how it does that. So I definitely would say, be prepared, be intentional, get clear on your why, why you want to do this, and then to begin with the end in mind and figure out what's that end result I'm working towards. 

Leah Warwick: I really like that, starting with the end, because your executive's time is probably limited. What are their goals? What are their priorities? Actually, not even an executive, anyone that you're talking to. Know what they want. Chances are, your executive is focused on organizational success. That means revenue. That means the lines going up. That means good data, good metrics. So if you can put it in data, like you were saying, instead of a long paragraph or a bunch of bullets.

00:08:57

I was in a session earlier that was great, talking about the importance of data and presenting things like "this percentage increase in efficiency is we do this. This percentage decrease in errors if we do this. Friction will go down. Streamlined efficacy will go up, and here's how." But presenting it in data terms. The executive, that's what they want to look at because they're looking at numbers sheets. They're looking at: How can we keep these positive trends going? How can we not only accomplish our goals for this year but five years from now? So if you can align what you want with what they want and make it a "we" conversation – 

Monica Brooks: Absolutely. "How will we get there together?"

Leah Warwick: Yes, then they're going to be much more receptive to that.

Monica Brooks: I could not agree more. I think that's a really great point as well. Bring the data that tells the story and that can help support the initiatives you want to bring.

00:09:46                     

Leah Warwick: Absolutely. To be a change agent in your organization, which admins often are – admins, EAs, we see it. We see it every day. They are instigating change, all kinds of change, at their organization. They are change agents in many cases. But to be a really effective change agent, what are some of the top tips and strategies you'd give to be successful?

Monica Brooks: I would say, to be successful, that you first want to be consistent. Know what you're doing [and] know who you are, because that builds a lot of trust. So having that trust and building your credibility is really important. That's one way you could do it. Also, be reliable. People can turn to you. They're going to know, "Oh, I can turn to you because you helped me through this, or you were on this project and you showed up and were a contributor to this."

Another one is to be transparent. You don't have to have all the answers as a change agent, but you do have to have the right attitude and the right mindset. So it's okay that you don't have all the answers. No one is ever expected to as you move through change. 

00:10:46

Another one is just your communication. Make sure your communication is reflective of your brand and who you are because that's what people see. I know in my experience in corporate I might've sent a typo, and that's reflected back on me that I didn't slow down; I didn't check my work. So remember that you are your brand. Your name is your business. So if you want to be a change agent, you need to show up that way and show up the way you want to be seen in the corporate world. 

Leah Warwick: Yes, and one of our keynotes spoke to this, too, about a key habit of all successful people is that they build relationships. They're very focused on building strong relationships, and everything that you just spoke to will help with that. If people trust you and they feel that they have a good relationship with you, they are more likely to go on with any change that you're proposing.

Monica Brooks: Absolutely. I think any growth I've experienced in my career is because of the relationships I've established, and I want to talk about that just for a second because if we're someone who walks in the office and walks down the hall with our head down and does not make eye contact, you're shutting down a potential relationship.

00:11:57

So, in order to build relationships, we're smiling. We're saying, "Good morning." If we're getting coffee at the same time, "How are you doing? I'm Monica. What's your name?" And it's meeting people. People read energy. We all read energy, so if someone comes and doesn't – I can tell they're avoiding me, I can tell they don't want to be talked to, then, okay, I won't talk to them. But, man, if someone's coming down with a style and just a cheery "hello," that speaks volumes. So your relationships and how you carry yourself is being noticed by people. So if you want to be noticed as a change agent, you want to be used on projects, again, show up that way. People are your business, so use the relationships and use the people you know and want to get to know to help advance you as being a change agent. 

Leah Warwick: Yes. And show up as a human being.

Monica Brooks: I love that, yes.

Leah Warwick: Look people in the eye. Say hello. Ask them about their weekend, their life. We don't have to go down a long small-talk road. We're all here to work. We're here for business. But if you also get to know people as people, that makes all the difference. If you remember their kids' names or their dog's name –

00:13:05                     

Monica Brooks: I could go on and on about that. Absolutely. It's so important to take an interest in people. We are human beings. Pay attention to what people talk about, like you were saying, kids, pets. Make note of it. I would just have a little sheet of things I learn about people. One of the things I love doing, to where I helped myself be seen as someone in the organization, is when I learn someone's name, I would remember it so the next time I would say, "Oh, hi, Leah. How are you?" And you would look at me weird, like, "Wait, who is that? What's her name again?" And then you'd go back and learn my name, because I remembered your name. And the next time you see me, you're going to say, "Hey, Monica, how are you?" And you're just building a relationship simply on that. It takes effort – not a lot of effort. Sometimes it's just a smile and just a hello and a good morning. People will pick up on that, and they're going to see you as someone they want to work with and they want to be around more often.

00:13:59                     

Leah Warwick: Yes. It is amazing what greeting someone with a smile and their name will do. It's really not that hard. It's just that little, extra step to building strong relationships that builds more trusting relationships, and that really helps with change management as well. It really, really does. And we have a listener question submitted by one of our community members. They wrote in: What's your advice for admins who want to inspire change but don't have formal authority within the organization?

Monica Brooks: That's such a great question, the authority piece. We look at labels so often, like, "I don't have the authority to make a change." But you do have the authority to influence. A lot of that, like we just talked about, is based on those relationships that you're building. You cannot take that for granted. I would lead by example. I would look for projects. Maybe it's not related to change necessarily, but what else can I do to get the experience? Or who else could I potentially influence? Who else would be on my team as I want to bring this change forward?

00:15:06

Think about the power you do have. Don't look at it like, "Oh, I can't because I'm not a leader or because I don't have this title." No, say, "I can because of my passion. I can because I really have a vision for this, and I really think this could take the company forward in some way." 

I think staying abreast of what's going on in the organization – inserting yourself is okay. Talking to the right people. But really work on those relationships and realize that you do have more influence than you realize. 

Leah Warwick: Yes. We talk a lot at the American Society of Administrative Professionals about strategic visibility and influence. You have so much potential – if you're not already at your organization – to be influential, because admins, EAs, you have so much knowledge of what's going on across the entire organization. You're the ones keeping the organization running, so you have that power and you have that influence, and you don't need a C-suite title to make major changes where you are.

00:16:09                     

Monica Brooks: Exactly, I totally agree.

Leah Warwick: Well, Monica, it was such a pleasure to talk with you. Please tell us where our listeners can find you online?

Monica Brooks: Oh, absolutely. So I have my own website. It's monicabrooks.com. And you can follow me on Instagram. It's @motivational_monica. I love to motivate and inspire other people. So thank you so much for having me today.

Leah Warwick: I can personally attest to the fact that you inspire and motivate me, and it is our absolute delight to have you as the MC for this event and a speaker. Can't wait to have you back. Thanks so much.

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Leah Warwick: Thank you for listening to "The Admin Edge," produced by the American Society of Administrative Professionals, original music and audio editing by Warwick Productions, with video and audio production at our events by 5Tool Productions. If you like this podcast, please leave us a nice review, five stars, and subscribe. If you'd like to submit a listener question, you may do so on our website at ASAPorg.com/podcast.