To improve or enhance your personal skills and to help you understand the skills to seek in others that support effective change, you will find seven top skills for managing change.

Change Management

These skills are those most frequently identified by employers according to Syracuse University public affairs professor Bill Coplin, author of “10 Things Employers Want You To Learn In College.” With our focus on change and business process improvement, we have modified them and listed them in order of priority as they apply to facilitating and managing change:

1. Integrity—

“Do what you say you are going to do.” Without integrity and work ethic, all the other skills could be dangerous. Coplin includes self-motivation and time management.

2. Communications—

Because the greatest and most innovative ideas are impotent if they are not adequately explained to others. Coplin separates verbal or oral communications from written ones and also emphasizes editing and proofing one’s work.

3. Team Work—

Because change never occurs in a vacuum and effective change relies on distributed ownership. Stakeholders need to embrace the change or it will fail. Coplin mentions one-on-one, relationship building, and influencing people through leadership.

4. Infomediary—

Because effectively receiving, archiving, and distributing information that each stakeholder needs to plan, operate, and control the change effort to their level of satisfaction. Colin refers to gathering information and keeping it organized.

5. Measurement—

“If you can’t measure it, you can’t manage it” so become adept with quantitative tools, statistics, graphs, and spreadsheets. Know how to objectively measure why something is important.

6. Questioning—

Few skills are harder to teach and yet as important as knowing the right question to ask. Subject matter experts abound in most organizations, they need to be stimulated by the right question in the proper context, and they can deliver.

7. Problem Solving—

While Coplin emphasizes identifying problems, developing possible solutions, and launching solutions, we would add the importance of properly analyzing the problems as well. Do not leap from identification to solution without a thorough understanding of the implications of the problem.

______

Don’t ruin your career by hosting bad meetings. Sign up for a workshop or send this to someone who should. MGRUSH workshops focus on meeting design and practice. Each person practices tools, methods, and activities every day during the week. Therefore, while some call this immersion, we call it the road to building high-value facilitation skills.

Our workshops also provide a superb way to earn up to 40 SEUs from the Scrum Alliance, 40 CDUs from IIBA, 40 Continuous Learning Points (CLPs) based on Federal Acquisition Certification Continuous Professional Learning Requirements using Training and Education activities, 40 Professional Development Units (PDUs) from SAVE International, as well as 4.0 CEUs for other professions. (See workshop and Reference Manual descriptions for details.)

Want a free 10-minute break timer? Sign up for our once-monthly newsletter HERE and receive a timer along with four other of our favorite facilitation tools, free.

Related articles

• What is Change Management? (catherinescareercorner.com)

Facilitation Expert

Terrence Metz, president of MG RUSH Facilitation Training, was just 22-years-old and working as a Sales Engineer at Honeywell when he recognized a widespread problem—most meetings were ineffective and poorly led, wasting both time and company resources. However, he also observed meetings that worked. What set them apart? A well-prepared leader who structured the session to ensure participants contributed meaningfully and achieved clear outcomes.

Throughout his career, Metz, who earned an MBA from Kellogg (Northwestern University) experienced and also trained in various facilitation techniques. In 2004, he purchased MG RUSH where he shifted his focus toward improving established meeting designs and building a curriculum that would teach others how to lead, facilitate, and structure meetings that drive results. His expertise in training world-class facilitators led to the 2020 publication of Meetings That Get Results: A Guide to Building Better Meetings, a comprehensive resource on effectively building consensus.

Grounded in the principle that “nobody is smarter than everybody,” the book details the why, what, and how of building consensus when making decisions, planning, and solving problems. Along with a Participant’s Guide and supplemental workshops, it supports learning from foundational awareness to professional certification.

Metz’s first book, Change or Die: A Business Process Improvement Manual, tackled the challenges of process optimization. His upcoming book, Catalyst: Facilitating Innovation, focuses on meetings and workshops that don’t simply end when time runs out but conclude with actionable next steps and clear assignments—ensuring progress beyond discussions and ideas.