Being the champion of using agile in your company can be a challenging, frustrating and rewarding experience. Too often the frustration is too much and the champion gives up, or worse, leaves the company. Some of these problems could have been avoided if the focus of the champion is on the people rather than on "agile".
One of the Agile Manifesto values is "Individuals and interactions over processes and tools". I originally took a more shallow view of this value to mean "agile practices over non-agile processes and tools". Later on I realized that the "processes" part could also include the agile label as well.
A champion is the first to be educated about agile practices. They are enthused. They see the light at the end of the tunnel of adopting the new practices. This is great, but the problem lies in how things go from there. Too many times the buy in of agile is harmed by the focus on the process over individuals. People resist change and when you tell them to change "because Scrum says to do it this way" you lose them. Agile gets labeled and resisted. The champion becomes more resisted and can be labeled as well. Their reward for trying to improve the way things are done is frustration.
A champion has to learn to be a coach. They have to communicate that the road of adopting agile is about constantly improving the product and how people work together one step at a time, and introduce some practices that can help them take steps on the road. They need to realize that there is no "light at end of the tunnel". It's all about making things brighter from day one and never stopping. The goal is about improving the product and the way we work together, not "being agile".