Last week, we explored the key questions leaders should ask before moving forward with a change. Today, we’ll look at the different types of team members you’ll encounter during a change and how each one impacts adoption and momentum. Understanding these dynamics can make the difference between a stalled initiative and a successful transformation. So, let’s dive in.

After leading numerous change initiatives across organizations of all sizes, I’ve found that people consistently fall into four groups when it comes to change. Each group needs to be engaged differently if you want your change to succeed.

1. Helpers

Helpers are the people who are ready to help create the change. They jump in early and actively help shape it.

How to work with them:

• Give them early access
• Involve them in decisions
• Let them help create

2. Promoters

Promoters are the people who love the idea, talk it up to others, and generate energy and momentum around the change.

How to work with them:

• Give them a voice
• Provide training so they can promote the change effectively
• Channel their energy productively

3. Observers

Observers want to see the change and how it actually works before they commit. They follow proof instead of vision and typically make up the largest group in the organization.

How to work with them:

• Show quick wins
• Let them see peers succeeding with the change
• Don’t overinvest early—momentum will convert them later

4. Resistors

Resistors believe the change won’t work. They push back, question intentions, and are often reacting to being burned by past change initiatives. They aren’t typically negative, just cautious and protective based on experience.

How to work with them:

• Listen first
• Address real concerns
• Avoid trying to win them over too early

Where to Focus First

When implementing change and driving adoption, focus on Helpers and Promoters first. Once they’re on board, they naturally motivate and encourage the majority of the organization, Observers.

Only then should you focus on the Resistors. Ask them to help you understand their biggest concerns. Validate those concerns. Then, let your other three groups (not you or leadership) demonstrate how they’re solving real problems and succeeding because of the change.

Invite Resistors to test it, break it, and improve it and watch as adoption grows and positive outcomes result from the change.

PS: Small business leaders shouldn’t have to create their own change management frameworks from scratch. When you’re ready, The Outlier Team is here to provide proven frameworks and tools to help you implement change and maximize team adoption. Reply to this email if you’d like to learn more.
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Perry Myers
​The Outlier Team​