The Secret Sauce of Change Management: Harnessing the Power of Unofficial Influencers
After decades in Human Resources, from large corporate offices to nimble beauty start-ups, the core truth of effective change management became obvious to me early on: successful change doesn’t flow from lofty emails or fancy PowerPoint decks. Real transformation seeps into the organization through the people everyone naturally gravitates toward—the unofficial influencers. These are the employees other people listen to at the water cooler, those who always seem “in the know.” If you want your change to stick, you need these people on board, and you want them on board early.
The Unofficial Influencer: Your Secret Weapon
Every organization has formal leaders, but just as important (and often overlooked) are the informal leaders. Think of the person whose opinion always matters in a meeting, or the one people ask what’s really going on. I always make it a point to identify these unofficial influencers during any change initiative. Once you get this person’s buy-in or, better yet, make them a change champion, the rest of the team often follows suit with surprising speed and ease.
Example: The Water Cooler Talker
Let’s say you’re rolling out a new performance management system. Policy mandates and executive endorsements only go so far. If Jenny, the go-to for hallway insights, is skeptical, the gossip will be too. But if you make Jenny an early adopter—give her sneak previews, involve her in pilot groups, maybe even ask for her feedback—you’ll find her quietly spreading positive word. Her stamp of approval is worth more than any e-blast you could write.
Tips and Strategies for Unleashing Change Champions
1. Map Your Influencer Network
Start your change management plan by asking:
Who do people turn to for information, unofficially?
Who asks the best questions in all-hands?
Who always gets pulled into project launches, even off the org chart?
Meet with these people. Don’t just announce change to them, engage them. Ask for input, let them shape the process, and genuinely listen.
2. Enlist Influencers Early—And Publicly
Make your influencer an open and early adopter. Feature them in town halls, ask them to share their personal experiences with the change in newsletters or team meetings. Their visible engagement is infectious.
3. Foster Authenticity
Your influencer’s power comes from their authenticity. Don’t script them. Let them talk about their real journey—even if it includes initial doubts. Colleagues relate to this realism and become more likely to follow suit.
4. Model the Desired Behaviors
As HR, don’t just say what to do—show it. Invite your change champions to do the same. If you’re launching a new feedback tool, have your champion share how they used it, what they learned, and what improved.
5. Normalize Difficult Conversations
Change always brings discomfort, resistance, and sometimes confrontation. I remind managers (and sometimes influencers themselves) that it’s not HR’s job to mediate every tough chat. Part of change management is encouraging a culture where people get comfortable with uncomfortable conversations—direct, honest, and always respectful.
6. Communicate (and Then Communicate Again)
You won’t shift culture overnight. It’s like moving a cruise ship, not a speedboat. Use as many channels as you can—email, meetings, side conversations, digital platforms, town halls and team meetings. Repeat messages, demonstrate behaviors, and reinforce the “why” behind the change. The more accessible and repetitive your messaging, the more likely it takes root.
The Role of Culture, Policy and Change
Culture and policy must walk hand in hand if you want effective change. Policies reflect what matters: a company of mostly working parents may offer generous parental leave, evident of a culture valuing work–life balance. A pet-friendly start-up (where I currently work) infuses decisions with pet well-being and pet / parent harmonization. If a policy feels in conflict with culture, it’ll never get grassroots acceptance—no matter how many regulations you impose.
Mandates alone fail without hearts and minds. If you have a strong culture of trust and listening, even big change initiatives get traction. But when culture and communication lag, even well-intentioned changes create resentment.
The Feedback “Sandwich”: A Practical Tool
Feedback is a key component of change. I like to use the “hamburger” method: start with something positive (the top bun), add the constructive feedback (the filling), and close with another positive (the bottom bun). It’s simple, but this approach helps ensure feedback—especially about change—is constructive, actionable, and less likely to provoke defensiveness.
Final Thoughts
Change management isn’t just about rolling out a new policy or posting big announcements. It’s about understanding how influence really works inside your organization. Find your unofficial influencers, treat them as your partners, and model openness and flexibility in the journey. Expect setbacks and skepticism. Change requires patience—steady, repetitive, and visible momentum. When you get your “water cooler” people on board, you’ll find the organization rising to meet you, often faster than you think.
Works Cited
Cameron, Kim S., and Robert E. Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. 4th ed. San Francisco: Jossey-Bass, 2019.
Kotter, John P. Leading Change. Boston: Harvard Business Review Press, 2012.
Lawler, Edward E., and Christopher G. Worley. Management Reset: Organizing for Sustainable Effectiveness. San Francisco: Jossey-Bass, 2011.
Rogers, Everett M. Diffusion of Innovations. 5th ed. New York: Free Press, 2003.
Heifetz, Ronald A., Alexander Grashow, and Marty Linsky. The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World. Boston: Harvard Business Press, 2009.
Deal, Terrence E., and Allan A. Kennedy. Corporate Cultures: The Rites and Rituals of Corporate Life. Boston: Addison-Wesley, 2000.