Influencing change is an essential skill in today’s evolving workplaces. Whether you want to introduce new ideas, improve processes, or shift company culture, knowing how to gain support and navigate obstacles can make all the difference. This article explores why effective influence is vital to long-term success and outlines practical, actionable steps to help you drive positive change. From communicating your vision clearly to engaging diverse teams and earning buy-in from leadership, you’ll discover proven strategies to influence change at every level of your organization, creating an environment where new ideas can thrive and meaningful progress can take shape.
What Does It Mean to Influence Change in an Organization?
Influencing change in an organization means shaping the behaviors, attitudes, processes, or strategies that determine how the company moves forward. It goes beyond simply making suggestions: it involves encouraging others to embrace new ideas, adopt new ways of working, and align their actions with a shared vision.
Drivers of change can come from both inside and outside the company. External drivers such as market shifts, technological innovation, or competitive pressures often require organizations to adapt quickly. Internal drivers, like leadership transitions, cultural evolution, or process improvements, can also spark change as the company looks to grow or reposition itself for the future.
Regardless of the source, successful change depends on influence at every level. Leadership sets the tone and allocates the resources for change, but influence doesn’t stop at the top. Employees at all levels can contribute by advocating for new approaches, demonstrating flexibility, and sharing valuable feedback.
When everyone is engaged — from managers crafting strategy to team members championing new processes — the path to change becomes smoother and more sustainable. By recognizing the role that both top-down leadership and peer-level collaboration play in shifting mindsets and habits, you can more effectively inspire and influence lasting change.
Why Is Influencing Change Important?
When change is introduced with transparency, trust, and effective communication, employees feel informed and engaged rather than threatened. Influencing change thoughtfully empowers teams to embrace new processes and mindsets, creating a culture that is agile and forward-thinking. Employees who understand the “why” behind change are more likely to contribute their best ideas and efforts toward its success.
By creating alignment at every level, organizations build a strong foundation for sustainable transformation. In short, influencing change is not just about meeting short-term goals; it’s about equipping people and teams to adapt continuously. Prioritizing transparency, fostering trust, and maintaining consistent communication ensures everyone feels supported in the journey, increasing the likelihood of long-term success.
7 Steps to Successfully Influence Change
Influencing change in an organization requires a thoughtful, strategic approach. Whether you’re driving a process improvement, shifting culture, or introducing a new initiative, these seven steps will help you gain buy-in, navigate resistance, and inspire action across all levels of the company.
1. Define the change
Effective change leadership begins with clarity. Defining the change means articulating precisely what will be different, who will be impacted, and how outcomes will be evaluated. Without a clear definition, stakeholders are left to interpret the initiative in their own ways—resulting in misalignment, confusion, and inconsistent execution.
2. Describe the “why” and “why now”
For change to gain traction, people need to understand its rationale. Clearly explaining why the change is necessary—and why it must happen now—establishes relevance and urgency. Whether driven by market shifts, strategic priorities, or operational challenges, a well-communicated “why” builds commitment and frames the change as a timely business imperative.
3. Outline the expected behaviors
Change is realized through consistent behavior, not just strategy. Specifying the actions, mindsets, and habits expected of individuals and teams translates broad goals into tangible execution. Defining these behaviors ensures alignment and allows leaders to reinforce progress, correct deviations, and support employees in adopting the new ways of working.
4. Create implementation targets
Strategic change must be supported by clear, incremental milestones. Implementation targets serve as checkpoints that allow teams to track progress, celebrate early wins, and address barriers before they escalate. These targets make the change manageable and measurable—essential for sustaining momentum and demonstrating success to stakeholders.
5. Draw concerns out early; address what you can
Resistance is an inevitable part of any change effort. Inviting feedback early in the process uncovers concerns that might otherwise fester beneath the surface. While not every issue can be resolved, proactively addressing what is feasible builds trust, mitigates disruption, and fosters a culture of transparency and responsiveness.
6. Identify early adopters, undecideds, and laggards
Understanding how individuals respond to change enables more strategic and effective engagement. Early adopters are typically enthusiastic and can serve as credible champions who influence their peers. Undecideds may need additional context, reassurance, or evidence to commit. Laggards, on the other hand, often require a different kind of leadership—one that combines firm expectations with patience and persistence. These individuals may be skeptical due to past experiences, perceived risks, or discomfort with ambiguity. Addressing their concerns directly, offering clear consequences for inaction, and involving them in solution-building can help shift their mindset over time. Leaders must balance empathy with accountability to ensure this group does not hinder overall momentum.
Mapping out these groups allows for more effective communication and resource allocation throughout the change process.
7. Hold everyone accountable
Accountability ensures that change initiatives move from intention to execution. Establishing clear roles, expectations, and follow-up mechanisms reinforces the importance of the effort and ensures consistency across the organization. When leaders model accountability and embed it in team dynamics, the change becomes embedded in the culture—not just a one-time event.
💬 Expert Q&A: Leading Through Change
In a live session, INTOO’s trainer Sarah responded to real-time questions from attendees about how to lead teams through change—especially when change feels difficult, constant, or poorly managed. Below is an edited and condensed version of that insightful conversation.
Q1: What if you feel like your leaders are the ones causing change to fail?
A: That’s a great question—and it’s not uncommon. Leaders themselves go through the stages of change and may be stuck in personal or implementation concerns. If that’s the case, the best approach is to ask questions like, “How are you feeling about this change?” or “What about this change feels off to you?” You might help them uncover their own resistance and shift their perspective. Remember, leading up is just as important as leading down.
Q2: What if there’s constant change, and the team has stopped buying in because they assume it’ll change again soon?
A: First, ask yourself: is this true? Are changes happening for good reasons, or just for the sake of change? The worst thing a company can do is launch changes it doesn’t follow through on—it teaches employees to tune out. Re-establish the “why” and the “why now.” If you don’t know the answer, find out. That clarity helps teams stop resisting and start engaging.
Q3: I work with someone who’s been resisting change for a long time. How can I get them on board?
A: What a gift you’re trying to give them! Chronic change resistance doesn’t serve anyone. Gently ask, “What are you afraid of?” Often, it’s fear that fuels resistance. Explore the risks of not changing alongside the risks of changing. Help them see both sides and arrive at a more balanced understanding.
Q4: Are there times when we shouldn’t worry about change?
A: I’d reframe that to ask: Should we ever ignore change? And the answer is no. Change is constant—whether it’s competition, regulation, or technology like AI. You don’t have to worry about it, but you do need to pay attention. Ignoring change won’t stop it from happening.
Q5: Do the 6 Stages of Concern apply to all changes or just big ones like layoffs?
A: They apply to all changes. People are inherently self-focused during change. Even small shifts can raise big internal questions, like “What if I’m not smart enough to learn this new system?” These fears often go unspoken, but they’re real. Letting people voice concerns—even if they seem small—helps them move forward.
Q6: Is “change fatigue” real? How do we keep people motivated when there’s constant pivoting?
A: Yes, change fatigue is very real. It’s not just the change itself—it’s the disruption that wears people down. They’re juggling new processes while trying to maintain old responsibilities. As leaders, the best thing we can do is pace change thoughtfully, consider individual readiness, and give space for people to talk about how they’re feeling. Otherwise, they’ll talk about it behind closed doors.
Q7: What advice do you have for managers who support a change but didn’t design it themselves?
A: Many leaders are in this position—they didn’t choose the change, but they believe in it. Your job is to translate it meaningfully to your team. You can’t motivate others directly, but you can create an environment that allows them to motivate themselves. That means giving them a voice, understanding their concerns, and elevating those concerns to senior leadership. A great example is a project manager I worked with who helped her team adopt a major change quickly by voicing needs, requesting support, and staying engaged from day one.
Q8: How can we get senior leaders more involved in the early stages of change, especially when they tend to delegate and disconnect?
A: This is a classic implementation issue. Senior leaders often believe they can just kick off a change and hand it over. But change leadership requires early and ongoing involvement. One client learned this the hard way when he launched a “self-directed work team” without realizing he needed to be even more involved up front. Practical tip: frame your observations in a constructive way. Ask questions like, “Have we considered the downstream impacts?” or “Would it help if I presented a few ideas to smooth the rollout?” Be proactive, not accusatory.
Conclusion
Learning how to influence change is an invaluable skill for ensuring that organizations stay future-ready and resilient. Influencing change isn’t just a task for top executives; managers, team leads, and individual contributors all have a role to play in shaping new behaviors, driving engagement, and making sure their teams are equipped to navigate change.
When everyone embraces their responsibility to advocate for progress, listen to diverse perspectives, and support one another through transitions, organizations can become more adaptable and innovative. By fostering transparency, trust, and collaboration, companies build a culture where change is seen as an opportunity rather than a disruption. Developing these skills today empowers all employees to take initiative and contribute to a shared vision for long-term success.
INTOO can help your leaders become powerful change influencers through structured leadership training and coaching programs. Contact us today to learn how we can partner with you to build resilient and high-performing teams.
INTOO staff writers come from diverse backgrounds and have extensive experience writing about topics that matter to the HR and business communities, including outplacement, layoffs, career development, internal mobility, candidate experience, succession planning, talent acquisition, and more.
