A major responsibility of any CEO is to ensure that the organization we lead can be flexible and evolve to meet the demands of the times. As the CEO of a 62-year-old heritage brand, I take this responsibility very seriously. Business case studies are full of companies that missed key market changes and failed to adapt. With today's fast-paced business environment, companies face an even greater challenge to adapt and revolutionize their businesses to suit ever-changing market needs.

Senior leaders must stay on top of the constant rotation of change and make the right adjustments at the right time. In my experience, one of the best ways to do this is to identify and empower change agents from within your employee base.

At KOA (Kampgrounds of America, Inc.), we believe that the best ideas to drive change don't always have to come from above. In fact, it is often most effective when the momentum for change grows organically from different levels of the team. When change originates from team members, it reflects that of the organization authentic values and is often based on practical knowledge, as team members often have a clear understanding of what is possible and how to execute it.

Of course, senior leaders play a key role in empowering and supporting these change agents, ensuring their success in driving positive transformation.

How can you activate change agents on behalf of your organization? Here are three tips based on my experience.

1. Identify your change agents

At KOA, we have found success by believing that every employee can be a change agent. We look holistically in every department to identify leaders among their peers who have a passion for work and a drive to improve our company. These individuals are then invited to join our change agent groups, or they volunteer on their basis passion and interest. Our Change Agents program was originally created to look at diversity, equity and inclusion programs, but it has also evolved to include sustainability.

For example, our DEI change agents have demonstrated their commitment to fostering inclusiveness and access to outdoor environments by addressing physical and neurodivergent needs. As a result of their passion, we recently certified our Billings KOA as an Autism Certified property and will be applying lessons from this process to other camps in our system. Change agents also identified adaptive devices that would make a difference in the outdoor experience. Since then we have cooperated with Grit Freedom Chair to provide these all-terrain wheelchairs for guests of certain properties and extended funding to a national park to purchase them as part of our philanthropic initiatives.

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2. Make sure your leadership knows that change agents are a priority

The success of any change agent program requires time and financial investment. I make sure senior leadership recognizes the importance of change agent work as a top priority, providing participating employees with the dedicated time they need to focus.

While the activation budget for this program is allocated within our HR budget, it is essential that we remain aware of the core ideas being generated and allocate sufficient funds to support them. For example, when change agent initiatives have marketing implications, we collaborate with the marketing team to incorporate these ideas into our strategies.

Our goal is to ensure that these ideas are implemented and not overridden by pressing matters. I found it once prioritization the work of change agents is clear, everything else falls into place.

There are some specific costs to consider when starting a change agent program. I highly recommend that you get all of your change agents together in one place for an in-person summit every year. I also recommend bringing in an external facilitator or coach to work with your change agents at the beginning of the program. There are costs associated with investing in this type of training and expertise, but I have found it to be worth the investment as it shows senior leadership support and commitment to the program.

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3. Change agents need dynamic leadership

Identifying a dynamic leader to get people excited about work is extremely important. It doesn't have to be a senior leader. Essential leadership qualities include alignment with company values, passion for work, and commitment to innovation and creativity. Think of it as a more concentrated version of your qualities agents of change must own. We also use a train-the-trainer model and have selected four change agents for more in-depth training who are now equipped to train more employees. These leaders will set the tone and rally the group to act. It is important to communicate that they are empowered to implement their ideas.

These change agents also lead the charge as we think about the evolution of our business and often look outside the industry for innovation in sustainability and design. This has resulted in various solar projects throughout our system and the inclusion of EV chargers at our locations. One change agent took the initiative to develop a bee apiary at Terramor Outdoor Resort in Bar Harbor, Maine, and also developed a program to attract bats to the property for natural mosquito control.

While it takes time and financial resources to set up and activate a change agent program, the benefits of having a network of workers on the ground to facilitate, inspire and drive change far outweigh the costs. They are essential for mobilizing their peers and advocating for grassroots ideas and initiatives. The next time you're thinking about a big change initiative, I challenge you to think bottom-up instead of top-down. You will be amazed at the ideas that come to the surface.

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