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A black and white image of three people walking up some stairs. Represents the essential roles of Talker, Thinker and Doer in the context of successful organisational change
Essential Roles for Successful Organisational Change: Talkers, Thinkers and Doers

Each group brings unique strengths and perspectives that are essential for navigating the complexities of change.

Essential roles for successful organisational change

Implementing organisational change goes beyond having a clear vision, a solid plan, and well-defined structures and processes. The people you involve are a critical element of any successful organisational change. To effectively navigate your change strategy, it’s essential to have a balanced team of Talkers, Thinkers and Doers, as each plays a vital role. Here’s an overview of these roles and their importance in achieving successful organisational change.

Talkers: the heart of your organisation

Talkers are the individuals who know your organisation inside out. Maybe they have been there for many years, or maybe they have a role that takes them to the very heart of the organisation. Talkers understand what makes the organisation tick and what motivates its employees.

Talkers are the communicators, the ones who can articulate the vision and the reasons behind the change. Their deep knowledge and connections within the organisation make them invaluable for gaining buy-in and fostering a positive attitude towards change.

When managed well, these team members can become champions for your change strategy, spreading positivity and convincing others of its benefits.

However, if handled poorly, Talkers can become obstacles to change, spreading dissatisfaction and negativity. Since Talkers will inevitably spread the word, it’s crucial to ensure they are communicating the message you want. Provide them with the right information and words to share. If they are sceptical, be prepared with answers backed by data or clear information.

Additionally, ensure that Talkers have opportunities to provide feedback at each stage of the process, whether positive or negative, to make them feel heard and valued.

Thinkers: the architects of change

Thinkers are the analytical minds in your organisation. They are responsible for creating the structures and processes that will enable the changes. They might already be team leaders or members of your senior leadership team, but they could also be employees with specific skills or knowledge that align with your new direction.

Thinkers bring fresh ideas and perspectives that you might not have considered, so don’t hesitate to involve them. Their involvement in the change planning process helps them buy into the initiative, ensuring that your approach is data-driven, logical, and robust.

Pay attention when your Thinkers raise concerns or suggest improvements, as their insights can help you avoid potential pitfalls and refine your plans. Utilise their expertise to build and test new processes and ways of working.

Thinkers are usually easy to identify within your team. They are practical, process-driven individuals who often create flow charts and spreadsheets. By leveraging their strengths, you can ensure that your change strategy is well-founded and effectively implemented.

Doers: the executors of change

Doers are the people who take your plans and put them into action. They transform flow charts and spreadsheets into practical steps. These team members need to be not only capable and skilled in their areas but also enthusiastic and able to share their knowledge with others.

Doers are problem solvers who figure out how to implement good ideas. They understand the practical steps needed to drive change and what needs to be put in place to make it happen. Without Doers, even the best-laid plans would remain theoretical. They ensure that all parts of the plan are implemented effectively and that communication flows smoothly.

Both Thinkers and Doers need a clear understanding of your plans from the outset. Without this clarity, you risk ending up with structures that don’t quite fit or plans being implemented in a disorganised manner, reducing your chances of success.

By leveraging the strengths of your Doers, you can ensure that your change strategy is executed efficiently and effectively, turning your vision into reality.

Balancing your change team

Any good change team needs a balance of Talkers, Thinkers and Doers, and getting the balance right is key. Too much of one type and not enough of another will mean the programme is unbalanced or the change doesn’t appeal to everyone.

You’ll also often find that teams become slanted by the personality type of the leader – a ‘thinker’ leader, often ends up with a ‘thinker’ heavy team, and this can be unbalanced. Each group brings unique strengths and perspectives that are essential for navigating the complexities of change. Good leaders recognise they need to surround themselves with people who are of a different type to themselves, to make sure all angles are covered. Assess your team members and identify which types you might need more of.

10 tips for making change work with Talkers, Thinkers and Doers

  1. Identify Key Players: Recognise who the Talkers, Thinkers, and Doers are within your organisation. Understanding their strengths and roles will help you leverage their abilities effectively.

  2. Balance Your Team: Ensure a good mix of Talkers, Thinkers, and Doers in your change team. An imbalance can lead to ineffective implementation or lack of buy-in from different parts of the organisation.

  3. Communicate Clearly: Provide Talkers with clear, consistent messages to spread. Their role as communicators is crucial for gaining widespread support and understanding.

  4. Leverage Analytical Skills: Use Thinkers to develop data-driven, logical plans. Their analytical approach ensures that the change strategy is robust and well-founded.

  5. Empower Action: Give Doers the tools and authority they need to implement changes. Their practical approach will turn plans into reality.

  6. Encourage Feedback: Create channels for feedback from all three types. This ensures that everyone feels heard and can contribute to refining the change process.

  7. Adapt Leadership Styles: Leaders should adapt their styles to balance their teams. A leader who is a Thinker should actively seek input from Talkers and Doers to cover all bases.

  8. Foster Collaboration: Encourage collaboration between Talkers, Thinkers, and Doers. Their combined efforts will lead to more comprehensive and effective change strategies.

  9. Provide Training: Offer training and development opportunities to enhance the skills of Talkers, Thinkers, and Doers. This will prepare them to handle their roles in the change process more effectively.

  10. Celebrate Successes: Recognise and celebrate the contributions of Talkers, Thinkers, and Doers. Acknowledging their efforts boosts morale and reinforces the importance of their roles in achieving successful change.
By following these tips, you can create a dynamic and effective change team that leverages the unique strengths of Talkers, Thinkers, and Doers to drive successful organisational change.

Bonus key people: change management specialists

Working with a change management specialist can ensure that all stakeholders are committed to your plan and working towards a positive outcome. These specialists can help secure the buy-in of Talkers, Thinkers, and Doers involved in the organisational change process.

If you are planning changes within your organisation, working with a dedicated external change management company can help things run more smoothly. JA Consulting, for example, brings years of experience in helping organisations develop and implement effective change strategies, whether it’s a process change, leadership transition, or a complete shift in the organisation’s vision.

Our team can serve as independent advisors and sounding boards, assisting you in both strategy development and managing the people aspects of change. We help to keep communication lines open and neutral, allowing for a two-way flow of information and giving employees a safe place to express any concerns. We can also advise you on the best way to communicate with different types of people within your teams to ensure maximum buy-in from all staff.

 

If you’d like to see how we can help you bring about successful change in your organisation, get in touch with our team.

Caroline Gowing

Email: carolinegowing@jaconsulting.co.uk

LinkedIn: www.linkedin.com/in/carolinegowinggreenslade

About Caroline Gowing – Caroline is an expert sustainability and change management consultant delivering successful change across Defence, wider corporate business, and the charity sector for the past twenty years. 

A highly competent strategy and change management facilitator Caroline is able to work with an individual or group to draw out their understanding of a problem and solution and then take this forward in a way that can be easily understood, persuasively communicated and attractively presented.

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And a final thought

At JA Consulting we help drive sustainable change; to work with you to take theory and put it into practice. With the right support and guidance, change can become a seamless and straightforward process that yields long-term results.

Want to make change happen for you? Our team is waiting and ready to help.

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