This is the real challenge of organizational change management!

During a coffee chat I found myself saying, ‘It’s easier to influence behaviors than to get leaders and project managers on board with change management initiatives.’

As soon as the words left my mouth, I realized I am oversimplifying things.

Influencing people requires a deep understanding of human behavior and the use of empathetic tools and techniques to make changes easier for them, with them.

Or better put this way: to be able to co-create changes with people, we need empathy, and a deep acceptance of the human condition.

It’s a difficult task, but we, as change managers, cannot be the solo heroes of this journey.

The strategic alliance of leaders and project managers, sharing a unified vision for the change, is indispensable. Forging these alliances can also be challenging.

Project managers want to deliver on time. You want them to slow down when people raise questions, issues and show traces of disengagement. Most project managers do want people to use the solutions they deliver with the team, but amongst the swirl of deadlines and milestones, are they willing to slow down for change actions?

Leaders should have a very good why and strategy for the change. But do they?

  • If no, can you facilitate the creation of a strategic change canvas? Are you seen and accepted as a trusted counselor in this area?
  • And if yes, they have their whys and strategy: are they willing to co-create the communication and engagement actions with you? Do they acknowledge that people are not waiting for information from the change manager? But change managers can support them with timings, contents, communication strategies to optimize the information flow.


So, which is harder: winning leaders and project managers as allies to take care for the people side of change, or co-creating the change itself?

Or is it simply a different kind of challenge?

I’d love to hear your thoughts and experiences on this.

How do you tackle strategic buy-in and behavior change during organizational transformations?