| Confidentiality, trust, and a sense of safety and | | | | wrestle with the dynamic tension between what |
| security are essential to the advisee's tasking of | | | | the situation calls for and what the advisee is |
| actions that are more effective. Because the | | | | striving to do as an individual, group/team leader, |
| change management Process Adviser (PA) is | | | | or member of an organization. It allows the PA to |
| external from the advisee's organization, | | | | help participants decide what questions they need |
| participants can feel free in discussing issues, with | | | | to be asking when they are surrounded by |
| no threat of managerial repercussions. Especially | | | | change and disequilibrium, when they themselves |
| as the participants will be performing | | | | may be feeling anxious about the future. |
| self-assessments and reviewing various | | | | 3. The Process Advisor Provides On-time Action |
| assessments and 360-degree survey instruments | | | | Learning The PA is able to use each exchange, |
| completed by superiors, colleagues, and | | | | whether it is a conversation, the scheduling of |
| subordinates, the PA's outsider status becomes a | | | | calls, or a voice message or email, as a potential |
| necessary support mechanism. | | | | learning aid as the advisee works on |
| 1. The Process Advisor Must Understand the | | | | environmental problems or situations and using |
| Advisee's Situation To a great extent, the | | | | conversations and interactions as they occur. |
| success of the PA-Advisee relationship depends | | | | 4. The Process Advisor Blends Candor and Belief |
| on the ability of the PA to listen well - to fully | | | | in the Advisee It is widely said that the best |
| understand rather than just demonstrate | | | | communication is both very honest and kind at |
| expertise and experience. The PA must be careful | | | | once. The change management PA blends both of |
| not to set up a competition with the advisee or | | | | these traits in every conversation. The most |
| to create an expectation that he or she has all | | | | effective PA is like a mirror, reflecting both the |
| the answers. Rather, the PA must create an | | | | positive and the negative aspects of the |
| environment that builds trust, which means | | | | participant's situation and development. Less |
| remaining nonjudgmental and establishing a | | | | successful PAs tend to be those who flinch or |
| comfortable rapport so that confidences can be | | | | hedge their bets. The helpful PA is clear, direct, |
| shared. | | | | and honest, and recognizes that the advisee is |
| 2. Process Advising is Real-time Support At its | | | | dealing with though issues. The consensus among |
| best, process advising includes a practical | | | | PAs is that every advisee needs to feel that the |
| understanding of the work environment and | | | | PA is one hundred percent in his or her corner |
| situation. This allows the PA to help the advisee | | | | and stands there to support his or her success. |