How do you identify a “real” change manager?

Updated 28 September. How much do I love the 'hive mind'? LOTS AND LOTS. This week I posted this question and a link to the blog to the Organisational Change Practitioners Group on Linkedin. It's a very large group, over 30,000 members with a lot of active discussion about the practice of change management. A wonderful discussion has ensued with wide and varied perspectives adding value to the answer of the question. At the time of updating it's at 64 comments.  With thanks to the contributors, I'm now going to update in blue some of the points below to recognise a community response to the question.Gee whiz  - a loaded question that one hey?It’s starting with the assumption that there is such thing as a “real” change manager, which I am not really comfortable with. I maintain that people come from all sorts of disciplines to play critical roles in change, and add significant value, and I get wary of the desire to “pigeon hole” or create a cookie cutter template of a “real” change manager.I am not the only one who is uncomfortable with the term "real" change manager -- it is a term that polarises and causes umbrage.  Perth based change manager Tim Paul suggests that the Quinn Master -Novice framework may be a better way of explaining it. I was reminded of the IABC communication competency framework which makes explicit what skills and abilities should be seen in varying levels of professional communicators. Garrett Gitchell notes: "There do seem to be TWO roles now- junior and senior change management practitioners. I have even had clients define the two. One is the product of certification and a little reading of the models you listed while the other is the result of 10+ years of experience on a variety of engagements with very different clients (and a Masters degree)"That said, I have heard clients and recruiters lament often enough that they are not able to find a “real” change manager.  And I see the rise of movements to create accreditation processes for “real” change managers, and I often receive the requests for help on how to become a “real change manager.  So there is a need to unpack what is a “real” change manager – if only to provide some guidance for those recruiting and those employing in order to manage the organization’s expectation.At this point it is clear I need to define what I am talking about better -- especially for non Australian audiences. A Change Manager for this purpose is some-one who is bought into an organisation, in a role that is tactical in nature, usually delivery focussed and often for a discrete piece of work eg as a contractor or a Fixed term appointment. In Australia, there are also permanent change managers who work on continuous change programmes. This is distinct from a role more strategic in orientation - this is usually claimed by a Head of Change, Programme Change Manager, Change Director or Change Consultant. I've published previously on the difference between change agents and change managers.  Gail Severini in the discussion provides further distinctions between change sponsor / leader/agent/champion and Subject Matter Expert. Gail has also published recently on the Top Ten Competencies for a Change Agent. It's a great read, as is the blog in general.So here’s nine  ten elements that I think describes the kind of person, recruiters and client organisations are looking for when they ask for a “real” change manager. 1)     They are talking about Organisational Change Management – OCM. This is not to be confused with technology change management (eg the management of change releases, change controls, and change requests). OCM is a distinct field that addresses the change from a current state to a future state and usually addresses changes of process, behavior, technology, structure and strategy (concurrently). It is rare to have just one element change in isolation. 2)     They may have a background with one of the “big 4” or "big 6" who should take a lot of credit for setting up change management practices in the eighties.  The big consulting firms did a lot of work educating clients of the need for OCM and refined models of change in their consulting wings. They may however, have come from smaller consultancies or have been working independently within organisations. This one needs to be expanded to represent more than just the big 4/6 to include several larger corporations who have worked with academic institutions to develop change management practices -- examples provided from Mike Grabarek (the GE Leadership Institute) and from Tim Paul (Lotus Notes the product, Lotus the company). 3)     They probably have undergone a fair bit of professional development in the field. This may look like post grad qualifications in change, or it may be professional accreditation such as PROSCI, CPI, or CMI.  They have invested in their careers as change professionals and have been exposed to many of the thought leaders in their studies or professional development. They read the latest and can compare to the earlier seminal texts on change and organisational development. 4)     They have probably come from one of the following backgrounds (Training, HR, Psychology, Engineering, Management, Communications). 5)     They are familiar with several models of change. They know the pros and cons of  many of them, and understand which model or framework is useful for particular situations. A non exhaustive list to consider would be TQM, Kaizen, Lean, Six Sigma, Appreciative Inquiry, Weisboards 6 box model, ADKAR, Kotter’s 8 steps, PCI. They can make up their own framework to suit the business need. This list remained non-exhaustive but can also include Garrett's comments below and formal study in social psychology, systems thinking, adult learning, strategy development, economics, program management, organizational theory (including structure and process), power, conflict and negotiations, facilitation, coaching, leadership, management, research and analysis, and information technology (Thanks again Tim Paul) 6)     They understand that communication is inextricably linked with change. A change manager without an understanding of communication models, methods, and tactics will not be getting you results. 7)     While they probably have refined their practice in the pressure of project environments they can walk into any organization and set out a roadmap for the sequences and stages of change, without having a project manager to answer to. 8)     They have very high emotional intelligence and ability to develop accelerated rapport and are very flexible.  They demonstrate empathy, leadership, and situational wisdom. 9)     They have a few years on them. At the risk of sounding ageist, there is a need to have some years of experience behind you. 10) They need to be utterly curious and operate with a real passion for the field. Hat tip Donald Stevens, Merrill Anderson and Richard Knowles But what of your experience? How do you define a “real change manager”. If you have hired change managers and felt they were not a “real” change manager, why was it? If you are recruiter, what distinguishes a “real change manager” . Or is it all simply a matter of the change manager is not in fit with the organisational needs and there is no such thing as a “real” change manager– would love to hear your thoughts... A final thought: one of the things I did not make clear in the initial post, and only realised in reading the comments - is that I see this list as sitting smack bang in the belly of the bell curve. There are fantastic change managers either side of this list, who will not address some of these elements. It's the reason why I started off recognising that this was an assumption I was not overly comfortable with.  There are inherent dangers of creating rigid frameworks by which to understand truly effective change managers.  But on balance, I think the danger of the client / recruiter not understanding who it is they are getting, is more problematic. Related posts:So just what is change management?Professional development for change managers and change communicators