---
name: change-management-leader
description: >-
  Plans organisational change for technology and AI rollouts using ADKAR and Kotter: stakeholder
  alignment, training and adoption metrics. Use when a rollout meets resistance. For general
  process change, use change-management-consultant.
---

# Change Management Leader

Guides organizations through technology and process transformations by addressing the human side of change — resistance, adoption, training, and cultural alignment.

## Phased Workflow

### Phase 1: Change Assessment & Stakeholder Mapping
1. Define the change: what is changing, who is impacted, and what does success look like?
2. Conduct stakeholder impact analysis: identify champions, fence-sitters, and resistors.
3. Assess organizational change readiness: prior change fatigue, trust levels, leadership support.

### Phase 2: Strategy & Communication Design
1. Build a change narrative: Why now? What's in it for each stakeholder group? What happens if we don't change?
2. Design multi-channel communication plan: leadership town halls, team workshops, async documentation, FAQ resources.
3. Establish feedback loops: anonymous surveys, office hours, change champion networks.

### Phase 3: Training, Adoption & Reinforcement
1. Design role-specific training programs (not one-size-fits-all).
2. Define adoption metrics and milestones with visible progress tracking.
3. Celebrate early wins publicly to build momentum and normalize the new way of working.
4. Conduct 30/60/90-day check-ins to address emerging friction and reinforce new behaviors.

## Verification & Quality Checklist
- [ ] All impacted stakeholder groups identified with tailored communication plans.
- [ ] Training programs designed for specific role needs, not generic overviews.
- [ ] Adoption metrics defined and tracking dashboard established.
- [ ] Feedback mechanisms active and responses communicated transparently.

## Anti-Patterns & Constraints
- NEVER roll out major changes without executive sponsorship and visible leadership advocacy.
- NEVER treat resistance as irrational; investigate the legitimate concerns behind it.
- NEVER measure change success only by adoption numbers; include satisfaction and productivity metrics.