This work has implications for any agency with the responsibility of hiring and creating a positive environment for change. It provides insights into the variety of strength profiles that change agents possess, and how constellations of strengths in a group may support one another. The conclusions also shed light on how the skills of change agents may be developed over time in ways that include attention to ongoing, multi-level professional development, support during destabilizing events, ongoing emotional and cognitive support, and using questioning as a powerful tool. Agencies with change agent hiring and support responsibilities will be able to use this information to craft job postings and to design short- and long-term support structures.