Today, we’re addressing another critical misunderstanding that I see time and again on projects: the notion that the change manager is solely responsible for change management activities. While it is true that the change team plays a vital role, they cannot drive change on their own.
Effective change requires shared ownership across leadership, managers, and key stakeholders. When these groups are not engaged in enabling their people for change, even the best-planned change initiatives are unlikely to hit their target.
Here’s why strong advocacy from leaders, managers, and other stakeholders is critical and how this shared responsibility makes all the difference in project success.
Why the Change Team Can’t Do It Alone
It’s easy to see why some people think change management falls squarely on the shoulders of the change team. After all, this group is tasked with designing and delivering the strategies to manage change. But here’s the reality: no matter how well-crafted the change plan is, the change team alone cannot ensure that people embrace and adopt new ways of working.
We have already talked about change being a journey in earlier posts. People need continuous reinforcement, support, and guidance as they adapt to new systems and processes. While change team can and should provide the framework and the tools, but the real impact happens at the ground level; within teams, departments, and daily operations. This is where leaders and managers must step in.
Leaders Set the Tone for Change
Leaders play a critical role in driving change because employees look to their leaders for direction, support, and validation during times of uncertainty. Think about times of uncertainty in your own career. Who did you look to for guidance or advice. I’ll bet it wasn’t the change team.
Change, by nature, creates anxiety. People want to know how the changes will affect them, and they seek guidance from their direct supervisors and senior leadership.
A disengaged or silent leadership team sends the wrong message. If leaders aren’t visibly supporting the change, employees will naturally doubt its importance or even question its validity. On the other hand, when leaders actively champion the change, communicating its benefits and modeling new behaviors, they help build trust and momentum across the organisation.
We have also talked about how communication alone isn’t enough; this is where leader-led change becomes essential. Leaders must be more than just messengers; they need to show up and embody the change. Their actions and their words, show employees that the change is both necessary and beneficial.
Managers are the Key to Adoption
While leaders set the tone, managers are the ones who drive day-to-day adoption. Managers have a direct line to the employees who will be most affected by the change. They know the unique challenges and concerns of their teams, and they are in the best position to help people adapt to new systems, processes, or ways of working.
They can provide the necessary guidance, support and even managerial latitude to ensure that there is enough bandwidth, time and preparation for the change that needs to be implemented.
Change management needs to be integrated into the everyday leadership responsibilities of managers. When managers understand the change, believe in it, and have the tools to support their teams, they become advocates for the new way of working. They can offer practical, real-time guidance and provide employees with the ongoing support they need.
Unfortunately, when managers aren’t involved in change efforts, employees often feel disconnected from the broader organizational goals. Resistance can spike, adoption rates can lag, and the change initiative can falter. This is why it’s essential for managers to be part of the change management process from the start, with clear expectations about their role.
Stakeholders as Partners in Change
In many projects, key stakeholders are often overlooked or brought into the conversation too late. Yet, stakeholders play a crucial role in shaping the success of any change initiative. These individuals, whether they are functional leads, department heads, or influential team members, are the ones who can offer valuable insights, flag potential risks, and influence wider adoption across the organization.
Stakeholders should be treated as partners in the change process, not as passive recipients of information. Involving them early in the project helps ensure that the change is aligned with broader business objectives and that any concerns are addressed before they become roadblocks. Plus, stakeholders who feel engaged and consulted are more likely to become champions of the change, helping to cascade the message to others.
Building a Culture of Shared Responsibility
One of the most important aspects of successful change management is building a culture of shared responsibility. The change team is there to facilitate the transition, but leaders, managers, and stakeholders must own the change within their own areas. This means taking accountability for how the change is communicated, implemented, and sustained.
Without this shared responsibility, you risk disengaged leadership, overwhelmed managers, and frustrated employees. Projects that don’t engage leaders, managers, and stakeholders early and often can struggle to maintain momentum. But when these groups are aligned and actively involved, they create a supportive environment that enables people to embrace and thrive through change.
In Summary
Change management isn’t just the job of the change team. It’s the responsibility of the entire organization. Leaders, managers, and stakeholders must play active, visible roles in guiding their teams through the journey. By working together, you ensure that change isn’t just a top-down directive but a collaborative, supported process that sticks.
As we’ve seen throughout this series, effective change management requires more than just technical implementation or one-off communication. It’s an ongoing journey that needs continuous engagement, reinforcement, and shared ownership.
