I have made ‘change’ my business. My job is to modernize organizations by combining smart people and the right tech to tackle complex challenges and drive growth. While technology often takes center stage here, what precedes its rollout – and is often overlooked – are the complex human and cultural tasks that prepare the business for change.

At the heart of this process is the ‘change agent’ – the person who navigates the complexities of transformation. It is a challenging and nuanced role, increasingly shaped by the complexities of our world.

Over decades of working with change agents and watching how the world demands more from them, I have learned what separates the exceptional from the average and what conditions can undermine their mandate.

Key attributes of a change agent

The very best stand out not only for their ability to drive transformation but also for the distinct qualities they bring to the table. A change agent doesn’t just ‘implement change’ or tell others what they need to do to modernize and adapt. I view them more as the cultural fuse that sets the spark that will drive the business toward greater success. But to do this, they must embody qualities that inspire trust, encourage collaboration, create energy and drive results.

This is why a good change agent will be charismatic and persuasive, tending to be a natural salesperson who is able to sell a vision both internally and externally, build consensus and keep stakeholders engaged. Indeed, the very best tend to thrive on the challenge of rallying support for new directions through a blend of charm, determination and well-rationalized ideas.

They must also possess a deep-rooted resilience. Good change agents are not often deterred by setbacks, instead viewing failure as an opportunity to learn and refine their strategies. This ties closely to their adaptability; they are resourceful, often working with limited budgets and resources or navigating organizational resistance.

Crucially, they maintain an unshakable belief in their vision, using it – alongside their charisma – to inspire others and sustain momentum.

What they don’t do is feel comfortable. In rapidly evolving industries, particularly those tied to technology, complacency is the true enemy. Change agents stay curious, keeping pace with new ideas and approaches.

This curiosity then feeds into their strategic and competitive mindset, enabling them to shepherd initiatives that align with both internal goals and external market demands. And while they are usually ambitious and career-driven, their personal growth aligns with the organization’s success, ensuring a mutual benefit.

Lastly, despite requiring a sense of urgency and drive to make change happen, collaboration and patience remain indispensable. Transformation doesn’t happen overnight, and change agents understand the importance of bringing people along on the journey and moving at a pace that is comfortable to many.

They know how to balance the need for action with the need to foster trust and alignment.

So ask yourself: does the person set to drive transformation in your business possess these attributes? Or are you testing for these qualities when making a decision?

A varied role and creating conditions for change

The formal role of a change agent can vary widely. While CEOs can and often do take on the role, many successful transformations are driven by individuals in other key positions, such as CIOs, heads of digital or even external consultants. What matters is their understanding of the organization’s current state and their ability to influence at all levels.

For example, Satya Nadella’s tenure as CEO of Microsoft showcases the power of an internal leader who understands their business intimately. Before his appointment as CEO, Nadella spent years within Microsoft, developing a deep understanding of its culture and challenges.

His success as a change agent lay in his ability to craft a clear vision, make bold bets and inspire a cultural reset that propelled the company into a new era of growth. It doesn’t matter that he has been in the role so long, change agents don’t necessarily need to have numerous jobs on their CV – mindset is what matters most.

It is also important to have the right conditions to perform. Executive and organizational support is essential, as is the autonomy and empowered decision-making, which further enhances their ability to implement initiatives effectively.

A clear business case for change can help mitigate resistance. When change agents can demonstrate tangible benefits, supported by data or financial metrics, they build credibility and neutralize skepticism.

Organizations must recognize that transformation is rarely a smooth process, though. Patience and a willingness to learn from failures are essential at a cultural level, as progress often comes in incremental steps.

Selecting the right candidate and crucial support

External partners can also play a highly valuable role in supporting change agents. By providing specialist expertise, resources and speed, third-party collaborators can accelerate transformation efforts and enhance credibility.

Good external partners act as enablers, equipping change agents with the tools they need to succeed. However, businesses must be cautious when selecting a partner. A smart change agent will take the time to identify the right expertise, while a complacent one might default to large, impersonal firms that aren’t set up to deliver tailored results but create comfort with the C-suite.

Finally, recognize that not every self-identified change agent will be up to the task. Warning signs include reluctance to take risks, overpromising and underdelivering or prioritizing personal comfort over genuine progress. These individuals often lack the appetite for disruption and instead maintain the status quo, presenting themselves as innovators without ever delivering meaningful results.

Organizations must also assess their own readiness for change. Without sufficient support, resources or a culture that acknowledges the need for transformation, even the most talented change agent will struggle. Ensuring alignment between the organization’s goals and the change agent’s capabilities is therefore critical to success.

Ultimately, a successful change agent combines visionary leadership with pragmatic execution. They possess the charisma to inspire, the resilience to navigate challenges and the strategic insight to deliver results. Paired with the right organizational support and, where necessary, third-party expertise, these individuals can drive transformation that propels businesses forward.

For CEOs, the challenge lies not only in finding such individuals (if they don’t want the task themselves) but also in creating an environment where they can thrive.

Opinions expressed by The CEO Magazine contributors are their own.