Let me ask you something. Do you consider yourself to be a "change agent"?

If you're working in sales enablement (and I'm guessing you are if you're reading this) then I'd argue you already are one, whether you realize it or not. You sit right at the intersection of people, process, and performance. And that makes you a critical driver in your organization's transformation efforts.

Over my 15 years in the technology industry, specializing in transformation, strategy, change, and enablement, I've seen countless initiatives succeed and fail. Here, I want to share five practical, easy-to-apply strategies that can significantly increase your chances of success when driving change. These aren't theoretical concepts—they're approaches you can take back to your teams tomorrow.

The reality check we need to have about change

Here's the uncomfortable truth: most change initiatives fail.

And the reasons why are frustratingly human and familiar: Resistance to change, too much change at once, stakeholder misalignment, poor or inconsistent communication. These probably all sound familiar, and I bet you're nodding along, thinking about that last rollout that didn't quite stick.

But here's what keeps me up at night: the pace of change today is the slowest it will ever be. Transformation is accelerating, expectations are rising, and our organizations need to adapt faster than ever before. So how do we solve this problem? How do we increase our likelihood of success, reduce friction, and guide people through change in a way that actually sticks?

Understanding the predictable path of resistance

Before we dive into the strategies, we need to talk about the change curve. I can almost guarantee you've heard these statements during enablement initiatives:

"It's not really gonna happen."
"This is ridiculous."
"What's the point?"
"This will never work."

These reactions aren't unusual. In fact, they're completely predictable. They reflect the early stages of the change curve, that natural cycle of resistance sellers move through before reaching acceptance. Understanding this curve helps us anticipate the human side of change and support our teams through it more effectively.

Think back to your last enablement program. Remember those eye rolls? The crossed arms in the back of the room? That's human nature, not defiance. And once we accept that, we can work with it instead of against it.

The energy for change must be greater than the perceived cost of the change.

Strategy 1: Create a North Star vision that actually resonates

Every successful change initiative needs a simple, compelling vision that mobilizes people and gives them something concrete to rally around.

Your North Star vision should tie directly to business priorities and connect to performance. Make it simple. Make it memorable. And eliminate the jargon. If you need a decoder ring to understand it, you've already lost.

Here's what works: Use metaphors, analogies, or examples that make complex concepts immediately understandable. A picture, a story, a repeatable comparison can work wonders. And consistency is your secret weapon. Consistent messaging across channels builds trust and reinforces your vision.

John Kotter, one of the most cited experts on change management, suggests repeating the vision ten times more than you think necessary. Ten times! That might feel excessive, but remember, people need reinforcement. Repetition is how behaviors stick. Repetition improves retention. (See what I did there?)

Strategy 2: Make them part of the recipe

Let me ask you this question: Have you ever taken a cooking class?

There's something magical about food you've made yourself, right? It just tastes better. This phenomenon is actually called the IKEA effect: We value things more when we've put effort into creating them.

So let's apply this to enablement. Co-creation means involving sellers and teams in designing new processes, tools, or ways of working. It means gathering input early so they feel ownership and commitment. It means making the solution relevant and practical for the people who actually use it.

The more we can empower sellers, the more likely we are to be successful. Seek first to understand, then be understood. Build ownership and trust through co-creation by:

  • Engaging in dialogue and feedback loops
  • Involving sellers in shaping the change so they feel ownership
  • Leveraging influence by enlisting those who naturally motivate others
  • Mapping your stakeholders to understand influence versus attitude
  • Building powerful coalitions to drive momentum

It's vital to embrace iteration. Listen to feedback, adapt, and create opportunities to empower. Some of my most successful and impactful enablement efforts have been founded on voice of the field, champion groups, or sales rep-led enablement activities.