Practice : Change Narrative and Coalition Building

Purpose and Strategic Importance

Change Narrative and Coalition Building is the practice of constructing a compelling, honest account of why change is necessary — and then actively building the group of influential people across the organisation who understand, believe in, and will actively advance that narrative. Significant change does not succeed through mandate; it succeeds through a coalition of leaders who carry the story, model the new behaviours, and create momentum through their own actions.

Leaders who try to drive change alone, through authority and process, typically achieve compliance at best. Leaders who invest in building a coalition — identifying allies, engaging early adopters, and addressing resistance directly — create change that is adopted, not just announced.

Description of the Practice

  • The change narrative is developed before it is communicated: situation, compelling reason for change, direction, and vision of success.
  • Key influencers are identified across the organisation — not just in the formal hierarchy.
  • Early conversations are had with those most critical to the change's success, before the broader announcement.
  • A coalition of advocates is built deliberately, with clarity on what each coalition member is being asked to do.
  • Resistance is anticipated and engaged directly, not dismissed or worked around.

How to Practise It (Playbook)

1. Getting Started

  • Before announcing any significant change, draft the narrative: "This is where we are. This is what needs to change and why. This is where we are going. This is what it will require."
  • Identify the 5–10 people whose support will most determine whether the change succeeds.
  • Engage them before the announcement: share the narrative, listen to their concerns, and adapt where their insight improves the thinking.
  • Ask each coalition member: "What will you do to advance this change in your sphere of influence?"

2. Scaling and Maturing

  • Map the stakeholder landscape for each significant change: who will be advocates, who will be neutral, who will actively resist?
  • Develop specific approaches for each segment — different conversations for different positions.
  • Create a coalition communication rhythm: regular check-ins with key advocates to maintain alignment and momentum.
  • Review coalition health periodically: who has become less committed? What has changed in their context?

3. Team Behaviours to Encourage

  • Coalition members speak authentically about the change in their own forums, not just repeating the leadership message.
  • Advocates surface concerns they hear to the change leader, rather than filtering them out.
  • The coalition includes voices from the people most affected by the change — not just those most powerful.
  • Leaders acknowledge and engage with resistance rather than treating it as an obstacle to be overcome.

4. Watch Out For…

  • Change narratives that are all benefit and no honesty about what will be difficult or lost.
  • Coalition members who have agreed to support the change but do not actively advocate for it.
  • Treating resistance as disloyalty — it is often useful signal about real risks or concerns.
  • Announcing change before the coalition is ready — announcement without support creates opposition.

5. Signals of Success

  • Key influencers advance the change narrative in their own networks without being prompted.
  • Resistance decreases over time as concerns are genuinely addressed, not suppressed.
  • The change gains momentum beyond the initial announcement — adoption spreads through social proof.
  • Leaders can name specific coalition members and the actions they are taking.
  • The change narrative evolves as the coalition's input improves it.