Roles and Responsibilities
Your role in successfully managing change
The need to respond to change
In a globally competitive market, we must continue to adapt and respond to external changes, opportunities and challenges. This will ensure that we are well positioned to thrive in the future.
We can all contribute to delivering the advances and outcomes the University is seeking through our strategy.
Who is involved in managing change?
The short answer is all of us have a role to play in successfully managing change. We may also have multiple roles in the change process and fall into more than one group. The following groups all play a key part and work together to enable us to successfully manage change:
- Senior Leaders
- Project Teams
- Managers, Leaders and Supervisors
- Change Team
Leaders can mobilise people to solve problems, adapt and achieve their best. As a senior leader, you are often the sponsor of a large change initiative with responsibility for staff or systems impacted by the change.
Good sponsorship includes active and visible participation in a project, building a coalition of sponsorship and communicating directly with staff. An effective sponsor supports and actively engages in the change for it to be successful.
A primary sponsor is often the leader that authorises and funds the project and determines the project scope. They also often manage the resources, systems and people affected by the change. A primary sponsor communicates change messages and links to the University strategy and supports the achievement of organisational objectives.
As a senior leader, it is also likely that you will wear multiple change ‘hats’ through a change. For example, in addition to being a sponsor, you may also be leading your team through a transition as well as being a staff member experiencing change.
The sponsorship coalition is the collection of leaders who support and sponsor a change. An effective sponsorship coalition is particularly important for changes that stretch across multiple functions in the University and provides a group for affected employees to report to.
Managers/Leaders and Supervisors
Managers and supervisors who have staff impacted by the change play a key role in supporting people through the transition process. In particular, they are critical in communicating and personalising change messages and enabling two-way communication.
The project team ensures that the people side of change management is incorporated into project design, implementation and evaluation to ensure identified project benefits are fully realised through successful adoption.
We all have a role to understand our responses to change and how we can contribute to achieving the desired outcome. We can manage our own change journey and support colleagues through it.
The change team plays a key enabling role providing strategic advice, resources, development and organisational support to successfully managing change. They help to develop key change management plans including communications, sponsorship, coaching, training and resistance management.
Staff who are having difficulty coping with change may wish to take advantage of the Employee Assistance Program, which provides a free counselling service to assist with personal or work-related issues.