“When we talk about change, we forget that it happens one conversation, one relationship, one leader at a time.” – Center for Creative Leadership (CCL)
Over the past five months, we’ve explored the 5C Responsibilities of Change Leaders—Commitment Building, Collaboration, Capability Developing, Coaching, and Communicating. Together, these define what effective change leadership looks like in practice.
But beneath every model lies a deeper truth: people leaders are the binding force that determines whether change succeeds or stalls.
I often describe this group as the “binding agent in the quiche”—they hold everything together. They know their teams, understand the work, and sense the undercurrents that shape people’s reactions. – the human side of change.
Their influence is both subtle and profound. When they’re engaged and equipped, change succeeds; when they’re uncertain or resistant, it impacts the entire organisation.
According to Prosci (2023), people leaders are often the most resistant group to change—followed closely by the frontline workforce. Yet, they are also the most trusted communicators.
The paradox is evident: the very group that can most influence successful adoption is also the least prepared. In fact, 63% of Prosci’s respondents reported that people leaders were not adequately prepared to lead change.
Why does this happen?
