In today’s fast-paced corporate world, the desire to instigate change often clashes with hierarchical structures. Many professionals find themselves in situations where they are not in charge, yet they yearn to improve their organization. Simon Sinek, a prominent figure in leadership, often encounters this dilemma. He is often asked, “How can I influence change when I’m not the CEO and there are several levels of authority above me?”
This article explores the art of influencing change at any organizational level. It illuminates the significance of personal responsibility and the cascading effects of positive leadership.
Understand What You Can Control
The starting point in any endeavor to influence change is recognizing where your power lies. This requires acknowledging the reality of your position in the organization. While it may feel like the upper echelons of leadership have the real power, that’s not entirely true. The first step to effecting change is understanding what you can control rather than what you can’t. You can’t influence the entire organization overnight, nor can you change the leadership style of someone you rarely interact with. But you can change how you engage with the people and environments around you.
This means focusing on the smaller aspects within your immediate control, such as your relationships with colleagues, work habits, communication style, and team leadership. Often, people look at the vast expanse of a corporate hierarchy and feel overwhelmed, as though their role is insignificant in the grand scheme of things. The truth, however, is that each person has a sphere of influence. Start by leading within your team and cultivating positive interactions with those around you. Whether you’re in a leadership position or not, you can influence the behavior and attitudes of the people you interact with daily.
You can also influence the broader environment by cultivating a work culture within your control. You set a tone that others will follow by modeling behaviors you want to see in others—like transparency, accountability, and collaboration. Over time, these small shifts can influence team dynamics and begin to impact the organization’s broader culture. Recognize that change is a gradual process, but it can begin with you, within your scope.
Create a “Pocket of Magic”
A “pocket of magic” refers to creating a small, high-performing team or group that stands out within a larger organization. The goal here is to build a team dynamic so powerful, well-led, and productive that it becomes a natural example for others to follow. This doesn’t require you to start at the top or have all the resources; it’s about cultivating the right environment within your immediate team or circle of influence.
Creating this “magic” begins with leadership, but it’s not simply managing the team—it’s about inspiring, empowering, and aligning them toward a common purpose. A well-led team operates with transparency, trust, and shared responsibility. When team members are motivated, feel valued, and are given room to grow, they will naturally perform at a higher level. This results in a team that stands out in terms of productivity, innovation, collaboration, and morale.
One of the key factors in a well-led team is how leaders communicate their vision and empower others. It’s about setting clear goals, providing the necessary support, and fostering an environment where every team member feels responsible for the group’s success. When teams thrive this way, their success becomes apparent, and senior leadership soon can’t help but take notice. They might question your team’s performance or ask what you’re doing differently. This curiosity creates an opportunity to share your methods and leadership style with others, slowly creating a ripple effect throughout the organization.
This “pocket of magic” doesn’t just create good results—it cultivates an environment that others want to emulate. When your successful team members are promoted or move on to other roles, they carry the lessons and principles they learned to new teams. This effect multiplies over time as more and more teams within the organization adopt the same behaviors and principles that made your team successful. By focusing on building this exceptional team culture, you spark a change that can eventually transform the entire organization.
The Power of the Collective
Influencing organizational change is often seen as a monumental task, but it’s much more manageable than you might think. The power of change doesn’t lie in persuading every individual in an organization. According to the Law of Diffusion, you only need 15-18% of the people in an organization to fully embrace an idea or behavior for it to become widespread. This small percentage creates the tipping point, where the momentum starts to build, and the rest of the organization begins to adopt the new practices.
Understanding this dynamic takes significant pressure off the idea that you need to win everyone over. Instead, focus on finding that 15 – 18 %of people are ready to embrace change. These are your early adopters—the individuals who are open to new ideas, excited by the possibility of improvement, and willing to champion the change to others. When these individuals begin to see the benefits of the changes, others will notice. People naturally follow those they trust, and when they see that early adopters benefit from embracing new behaviors or practices, they’ll be more likely to follow suit.
The key here is to leverage the natural dynamics of human behavior. People are influenced by those around them, particularly those seen as leaders or early adopters of change. When these 15-18% of people begin to embrace new ideas, the energy and enthusiasm they generate will start to spread. The momentum will gradually increase, and before long, the entire organization’s culture will begin to shift. In this way, you don’t need to focus on changing everyone. Instead, invest your energy in cultivating a small group of ready individuals to lead the charge.
By creating a strong core group of individuals who adopt the changes, you can generate a groundswell that will eventually create a tipping point for the rest of the organization. This dynamic allows for sustainable, organic growth of new behaviors, attitudes, and practices.
The Power of People
The people who make it tick are at the heart of any successful organization. The true power in any organization is not in the hands of a select few leaders but in the collective effort of the entire workforce. This is an essential principle to grasp when considering how to influence change. Whether it’s a dictatorship or a democratic system, true power always rests with the people—this is why dictators often go to great lengths to suppress and control the people they fear. They know that the real strength lies within the masses.
This concept is equally true in organizations. Even in top-down hierarchical structures, the true engine of change lies with the employees—those who do the work, collaborate with their peers, and bring ideas to life. These are the individuals who create value, innovate, and drive performance. A motivated workforce can change the direction of an entire organization, sometimes without the need for top-level intervention.
The key to harnessing this power is to recognize the value of empowering individuals at every level of the organization. When people feel seen, heard, and valued, they will likely take ownership of their work and contribute actively to the organization’s goals. This is not about control or top-down direction; it’s about creating an environment where people feel responsible for their success and the company’s success as a whole.
This means giving your team the space and support to make decisions, try new approaches, and take risks. Encourage them to bring new ideas and collaborate freely without fear of failure. When individuals feel empowered, they are more likely to take initiative, make meaningful contributions, and challenge the status quo—all essential for driving change.
At a broader level, when individuals from different teams or departments feel empowered, the culture of the entire organization shifts. It’s not about waiting for a CEO or upper management to lead the charge. Instead, it’s about fostering a culture where everyone feels empowered to contribute to the greater good. This way, leadership becomes decentralized, and the organization becomes more dynamic and adaptable.
Focus on What You Can Control
When it comes to driving change, one of the most important pieces of advice is to focus on what you can control. It’s easy to get overwhelmed by the bigger picture, to worry about the CEO’s vision or the decisions made by upper management. However, obsessing over things beyond your control can leave you paralyzed and unable to make meaningful progress. Instead, focus your energy on the areas where you have influence—your team, immediate environment, and actions.
Start by modeling the behaviors you want to see in others. Whether it’s a commitment to excellence, transparency, accountability, or collaboration, leading by example is the most effective way to encourage change. When others see you living your values, they’ll be more likely to adopt those behaviors themselves. This is the essence of leadership: not issuing directives from the top down but embodying the qualities you wish to cultivate in others.
At the same time, focus on creating a positive, empowering environment for the people you interact with. By fostering a sense of purpose, belonging, and mutual respect within your team, you create the conditions for success. When people feel valued and supported, they are more likely to perform at their best and contribute positively to the organization’s goals.
Ultimately, change starts with you. By focusing on the areas you can influence—your interactions, behavior, and team—you can create a ripple effect that eventually spreads throughout the organization. You don’t need to wait for permission to make a difference. By embracing your power and responsibility, you catalyze the change you want to see.
Conclusion
Influence and change are not exclusive privileges of an organization’s top echelons. By embracing your sphere of influence, practicing empathy, and nurturing a pocket of excellence, you can set in motion a chain of positive transformation that transcends hierarchy.
Understand the power of the ripple effect and the law of diffusion, and you’ll realize that you can make a significant impact even without holding the highest position. Ultimately, the people within an organization possess the true power to effect change, one ripple at a time. So, take charge of your sphere of influence and be the catalyst for change your organization needs.