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Key Players in the Change Process

This is the second of a monthly series about change management.

Change. Love it or hate it, it’s coming for us all. Whether it’s a company-wide digital transformation, a new management structure, or your office suddenly deciding to go green with “sustainable paper towels” (we can only hope), one thing is certain: Change doesn’t happen in a vacuum. It involves a whole team of key players who each play a crucial role in making sure things go smoothly. Let’s break down the who’s who in the world of change management.

 

The Key Players in Change Management

To pull off a successful change, a lot of moving parts need to align, and a variety of roles must work together. Here’s a breakdown of the key players and their roles.

 
1. The Change Sponsor

Person with confident look standing with his arms crossed. Caption reads: “The Change Sponsor (aka the Big Cheese). This is the person who is all-in on the change and is actively driving it forward. Think of the Change Sponsor as the champion of the cause, the one who believes in the change’s potential and has the power (and authority) to make things happen. Responsibilities: Provides the vision for the change and communicates why it's necessary. Secures resources (money, time, support). Removes roadblocks and ensures leadership is aligned. Leads by example—because if they’re not on board, no one else will be. In short, the Change Sponsor is the ultimate cheerleader, making sure the change stays on track and has the backing it needs to succeed.”

 
2. The Change Manager 

Smiling person with arms crossed. Caption reads: “The Change Manager (aka The Architect). This person is the mastermind behind the logistics of the change process. Think of them as the project manager for change. They’re the ones who take the big vision from the Change Sponsor and translate it into a concrete plan with timelines, steps, and clear deliverables. Responsibilities: Develops and implements the change management strategy. Coordinates all the moving parts—communication, training, resistance management. Ensures that all milestones are met on time and that the project stays within scope. Communicates progress and challenges to leadership. The Change Manager is the bridge between high-level strategy and on-the-ground execution. If the Change Sponsor is the cheerleader, the Change Manager is the coach.”

 
3. The Change Agents

Two smiling people wearing yellow hard hats and safety vests in a warehouse. Caption reads: “These are the folks who make change happen at the grassroots level. Change Agents are the everyday heroes who help their teams understand and adapt to the new way of doing things. They’re often employees who are well-respected and trusted by their peers. Responsibilities: Act as role models for the new behaviors and systems. Offer support and guidance to their teams. Listen to concerns, offer feedback, and communicate it back to leadership. Provide encouragement and create enthusiasm around the change. Change Agents are essentially the frontline workers in the battle for change. They help ensure that the transition is smoother for employees, because they’ve got the trust of the people who need the change to stick.”

 
4. Managers

Smiling person wearing glasses sitting at a computer on a desk. Caption reads: “Managers are the ones who’ll be in the trenches, supporting their teams through the change on a day-to-day basis. They’re essential to making sure that new systems, processes, or structures are implemented effectively and that their teams feel supported. Responsibilities: Facilitate communication between employees and leadership. Provide ongoing feedback to their teams during the transition. Ensure that training and resources are accessible. Help identify any resistance or issues and work with Change Agents to address them. Without managers in the mix, the change could easily stall or become disjointed. They’re the ones who keep the wheels turning while everyone else is figuring out the bigger picture.”

 
5. HR and L&D Teams

Three standing confident-looking people in business casual attire. Caption reads: “While the Change Manager is handling the strategy, the L&D teams are responsible for ensuring that employees have the skills and knowledge they need to succeed in the new environment. They design and deliver the training programs that help people adapt. Responsibilities: Develop training programs and materials. Ensure that learning resources are accessible and tailored to different learning styles. Provide support to employees as they adjust to the new systems or processes. Track training progress and effectiveness. HR and L&D teams are essential to making sure that everyone is equipped for success. They help people move from “what’s new?” to “I got this.””

 
6. General Workforce 

Smiling restaurant workers wearing hats and aprons. Caption reads: “While Change Agents are often seen as the early adopters or trusted voices, the employees making the changes are the unsung heroes. These are the people on the ground who roll up their sleeves and actually execute the new processes, tools, or systems. Responsibilities: Take ownership of the new processes or systems. Be proactive in learning and integrating changes into their workflow. Offer feedback on how the change is impacting day-to-day tasks. Help maintain the momentum of change and ensure its sustainability. These employees are critical for ensuring that the change sticks long-term. They’re not just passive recipients—they’re active participants in making sure the change is fully realized and sustained in the organization.”

Collaboration and Communication: The Glue That Holds Everything Together

While these roles may sound like a well-oiled machine (and they should be!), the real secret sauce is collaboration and communication. Successful change is not a solo sport—it’s a team effort. Here’s why collaboration is key:

  • Aligning Roles and Expectations: When everyone knows their role, what they’re responsible for, and how they fit into the bigger picture, things run more smoothly. This prevents confusion, overlapping tasks, or missed opportunities.
  • Continuous Feedback: Change isn’t linear. It requires constant adjustments and iterations. Regular feedback from all levels of the organization—from Change Agents to End Users—ensures that the process stays on track and updated as needed.
  • Clear Communication Channels: Change requires a lot of talking—at all levels. Open, transparent communication across the organization helps ensure that employees understand the rationale behind the change and their concerns are addressed promptly.

In the end, a successful change management initiative doesn’t just rely on one person or one group of people. It’s a collective effort where everyone from leadership to the person on the front lines plays a role in making change happen smoothly.

Stay tuned for the next part of our Change Management Series, where we’ll dive deeper into how to create and implement a solid change management plan—because let’s face it, we all know that change is inevitable. It’s how we handle it that counts.

 
Related Blogs

Change Management: Why We Can’t Just Wing It

Closing the Skills Gap: How Businesses Can Predict and Address Workforce Needs

From Learning to Leading: Building a Culture that Drives Success

 
References

Horlick, Andrew. “5 Key Roles of People Managers in Leading Change.” Prosci. 3/29/23. Accessed 3/27/25. https://www.prosci.com/blog/5-key-roles-of-people-managers-in-leading-change 

“Key Change Management Positions.” Culture Partners. 10/15/24. Accessed 3/27/25. https://culturepartners.com/insights/key-change-management-positions 

 
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