Influencing Change

In the ADL program, we look toward the future, seeking ways to utilize technology in our connected world to revolutionize our industries. As I evaluate advising, I recognize that it is primed and ready for a digital transformation. Through an Innovation to Advising, we can equip students with the knowledge and information they need to make informed decisions while relieving advisors of the repetitive, prescriptive, and informational components of advising. By providing online resources (advisors’ knowledge, tips, and common information), we give students the access they need, regardless of their advisor’s availability, and create space for advisors to build more meaningful and trusted relationships with their learners.

Nonetheless, innovation requires change from the current status quo. Embracing something new requires trust, communication, and collaboration. To effectively do these things will require us to get to the heart of why we do what we do. By addressing “the hearts and minds,” we create excitement and “establish a sense of urgency” (Kotter, 2013).

Clear goals aimed at a compelling target can have an enormous impact on behavior because they engage more than simply the brain. They also engage the heart”
(Grenny et al., 2013, p 14).

Over the last week, I enjoyed speaking with 16 advisors. These conversations’ overwhelming commonality was a caring desire to make a difference for their learners and teammates. I was inspired by how much they echoed my attempts to answer the question, what is my why? I acknowledge that I can not use common sense to change behavior but must employ influence. I can successfully lead a team of change agents through these influencer strategies, and by employing four or more of the six influences, my “chances for success go up ten times” (Crucial Learning, 2009).

The process includes identifying results, finding and targeting vital behaviors, and applying the Six Sources of Influence”
(Grenny et al., n.d., p. 11).

Keys to Influence

Focus and measure
- Avoid fuzzy, uncompelling goals
- Avoid infrequent measures
- Avoid bad measures
Find vital behaviors
- Notice the obvious
- Look for crucial moments
- Learn from positive deviants
- Spot culture busters
Engage all six sources of influence

(Grenny et al., 2013, pp. 13-14, p. 16, p. 47).

To successfully implement an organizational change in advising, I will need the help of cultural and organizational influencers. I have identified the following two key influencer groups.

Advisors will be one of the most significant cultural influences in this change strategy because they have the front-line perspective of students’ frustrations and confusion. This innovation will empower advisors to help improve the student experience while reducing the repetitive and transactional calls, emails, and appointments that prevent them from more meaningful interactions with students
A Collective of solution-oriented collaborative stakeholders will be another source of significant organizational influence in the transformation of advising as it encompasses and overarches all offices and services of the university structure to provide improvement ideas as front-line interaction experts. (admissions; records; scholarship, financial aid, and veterans affairs; system administrators; technology support; service desk; instructional designers; administrative support; and support services)

Advisors will lead this change movement through the six sources of influence because they will lead with their hearts. While the administration empowers them with the abilities and structural support needed to excel in their field, they will undoubtedly express their desire to help and guide students in their university experience. This influence strategy leads them to find and define their purpose as they reflect upon their why statements. As they begin to share these statements of purpose with one another, the team can begin to see the heart of their colleagues, creating opportunities for collaboration. Since advisors will have a choice in creating their ePortfolio (eP), they will further collaborate during bi-monthly workshops while developing and maintaining their eP. These workshops, training, and professional development opportunities allow advisors to mentor, lead, and influence one another.

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Influencer Strategy

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	Motivation	Ability
Personal	Personal Motivation * Advisors explore and express their why and purpose for advising * Advisors discuss repetitive transactions impact on advising relationships * eP reflection by Advisors on what is working and what could be better in advising practices	Personal Ability * Bi-monthly workshops eP creation tools * Monthly training on advising policies, procedures, and systems * Monthly professional development on advising practices and blended learning
Social	Social Motivation * Associate Director of Advising develops, maintains, and shares eP with the advising unit * Influential Advisors within the unit share eP and benefits with advising unit * Advisors share their why statements within the advising unit and discuss the benefit of sharing those through their eP	Social Ability * Identify advisors with experience developing eP to guide training sessions for new technology * Team collaboration to identify opportunities for monthly training and professional development * Advising newsletter segment to outline eP best practices identified
Structural	Structural Motivation * Advisor eP achievements and success stories shared in staff meetings and through newsletter updates * Early adopters mentor those struggling with new technologies * eP utilized for professional assessment, advancement, and for conference presentations or publications	Structural Motivation * Advisor eP achievements and success stories shared in staff meetings and through newsletter updates * Early adopters mentor those struggling with new technologies * eP utilized for professional assessment, advancement, and conference presentations or publications

Influencing Change

Option 1: Full-Screen Presentation View (Recommended)

Influencer Strategy

Option 2: Presentation Preview

Option 3: PDF Download

Option 4: Text View

Desired Results

Vital Behaviors

Measurement

Six Sources of Influence

References