Principles of Change: Influencing Without Authority

One of the most valuable lessons I’ve learned about driving change is that it’s not just about influencing others—it starts with navigating my own reactions to change. The more I can stay responsive rather than reactive, the more effective I become at leading change, even when I don’t hold direct power.

#1 Power is a Limited Resource

Understanding organizational power dynamics is one thing; leveraging them effectively is another. Early on, I mistakenly believed that my CEO held unlimited power, leading me to over-rely on CEO buy-in while underestimating the influence of middle managers and key stakeholders. In reality, power is distributed, and influence flows in multiple directions. When seeking to drive change, it’s essential to map out sources of influence across the organization and engage the right people at the right time. We often assume that change comes from top-down mandates, but real transformation happens through informal networks and social influence. People look to their peers and trusted colleagues—not just leadership—when deciding whether to adopt a change.

To be effective, identify who influences whom and engage those informal leaders early. This means shifting from trying to convince people with logic alone to building alignment through relationships and shared experiences. Influence spreads through conversations, not just directives, so invest in the right messengers, not just the message.

#2 There is No “I” in Change Management

This principle serves two key purposes:

Check your ego. Change work isn’t about being the hero—it’s about enabling transformation. When I let go of seeking recognition, I free myself to focus on what truly matters: impact.
Engage others. Sustainable change happens when people take ownership. That means letting go of control and empowering others to lead the way.

#3 Ideas Don’t Speak for Themselves

Early in my career, I assumed that good ideas would naturally gain traction if they delivered results. But I learned the hard way that execution alone doesn’t create buy-in. Influence requires a strategic approach:

Understand power dynamics. Who needs to be engaged to make this idea successful?
Craft compelling messaging. How does this idea align with what others care about?
Navigate stakeholders. Who are the key decision-makers, and who holds informal influence?

When I worked with traders, I taught them that a trade idea is only as good as how it interacts with the market. The same applies to ideas in an organization—how they land and move through the system matters as much as their inherent value.

#4 Plan Your Change—Then Be Ready to Change Your Plans

Effective change requires both structure and flexibility. Models like the Burke-Litwin framework, RACI, and stakeholder maps provide a strong foundation, but they don’t replace the need for adaptability. The real art of change leadership lies in knowing when to shift gears:

Are we listening to real-time data and adjusting accordingly?
Is rigidity in our approach pushing people away?
Are we balancing structure with openness to new insights?

A change plan should be a guide, not a rigid script. If we aren’t adjusting, we aren’t truly leading.

#5 Change is Personal—But Don’t Take It Personally

Change starts with our own mindset --recognize that your own reactions shape how others respond. If you’re feeling frustrated by resistance, uncertain about your own influence, or impatient for results, that energy will transfer to those around you. Instead of focusing on getting others to change, focus on how you show up in moments of uncertainty. Are you listening and adapting, or pushing too hard? Are you making space for others to process, or assuming they should be where you are? Change leaders who regulate their own responses create the conditions for others to engage more openly.

Additionally, we often assume that if we present the right data, build a rational case, and lay out a clear plan, people will accept change. But change isn’t just about logic—it’s about how people feel. Even highly rational shifts can trigger emotional resistance. That’s why empathy and strategic communication are critical.

At the same time, as a change leader, I’ve learned not to take resistance personally. Negative reactions aren’t about me—they’re valuable data points that can refine my approach. Early on, I struggled with this. When people pushed back, I saw it as a sign of personal failure, a rejection of my ideas, or worse—a rejection of me. (Can it get any more personal?) But over time, I realized that defensiveness only alienates others. Engaging with resistance—rather than avoiding or dismissing it—strengthens both relationships and outcomes.

#6 Change is Complex, But Solutions Can Be Simple

Complexity often tempts us to overcomplicate solutions. But the ability to distill complexity into simple, clear actions is a rare and valuable skill. Simple doesn’t mean simplistic—it means clarity, focus, and execution. The best solutions remove friction rather than add layers of complexity.

#7 Don’t Blame Resistors—Engage Them

It’s easy to attribute change failures to “resistance.” But as Resistance to Change: The Rest of the Story points out, that mindset can create a self-fulfilling prophecy. When we label people as obstacles, we shut down opportunities for engagement. Instead, I’ve learned to ask:

What underlying concerns are driving resistance?
What valid insights are we overlooking?
How can we turn perceived resistors into co-creators of change?

Blaming resistance weakens our resilience. Engaging with it strengthens both our approach and our leadership.

#8 Asking the Right Questions is as Powerful as Having the Right Answers

Edgar Schein’s process consulting approach resonates deeply with me. Yet, I’ve felt pressure to prove my value by offering solutions. Over time, I’ve realized that great leadership isn’t about having all the answers—it’s about asking the right questions:

What are we missing?
What assumptions are we making?
What would success look like from different perspectives?

Curiosity builds influence. Thoughtful questions open doors that statements cannot.

#9 Meet People Where They Are—You’re Ahead of Them in the Change Process

One of the biggest mistakes change leaders make is assuming that because they understand the need for change, others do too. But by the time you’re advocating for change, you’ve already processed it, considered the implications, and likely accepted it—while others are just beginning. People need time to make sense of change on their own terms before they can engage with it.

To be effective, meet people where they are. Instead of pushing them forward too quickly, slow down and listen. Help them process the change by acknowledging their questions, concerns, and even skepticism. Rushing this process creates resistance—not because people are unwilling, but because they haven’t had the same time to internalize the shift. Change is a journey, and your role is to guide, not drag, people through it.

#10 Change Requires Repetition—One Conversation Is Never Enough

Just because you've said something once doesn’t mean it's been heard, let alone internalized. People process information at different speeds, and in the face of change, they are often focused on how it impacts them personally before they absorb the bigger picture.

Successful change leaders reinforce key messages through multiple channels and over time. Instead of assuming resistance means rejection, consider whether it's actually a lack of clarity, reinforcement, or time to process.

Final Thoughts

Influencing without direct power requires a mindset shift: from control to enablement, from rigidity to adaptability, from personal attachment to strategic engagement. Change leadership isn’t about pushing people—it’s about guiding them through uncertainty. And that starts with how we, as leaders, navigate change ourselves.