The Quiet Influencers: Recognising the Subtle Change Champions in Your Organisation

I’ll admit, I lost a couple of good hours the last few days to distraction. Like many, I've been caught up in the “culture of personality festival” that is the US election cycle. It’s the kind of spectacle you can’t tear your eyes from: polarisation dialed up to a million (300 million?), grandiose hyperbole, personalities battling for airtime. Love it or loathe it, this spectacle is one of the most significant and influential events in the Western capitalist society that we—and let’s face it, probably 98% of you reading this—operate in. And yet, it’s the opposite of how anything actually gets done. Real change is driven by consistent, low-fuss effort—usually from people who aren’t looking for the limelight.

In a couple of weeks, I’ll be stepping into a visible new role focused on growing the “green shoots” of innovation and change in an industry where the delivery approach is new to me. While I’m looking forward to meeting the team, there’s a particular type of person I’ll be keeping an eye out for...

The quiet influencer: people who have the organisational knowledge and cultural respect yet tend to avoid overt leadership roles.

The Power of Quiet Influence

In organisational change, visible leadership is necessary, but rarely is it the complete explanation. Real transformation is often shaped by individuals who bring a steady, nuanced approach—those who influence by example, rather than decree or promotion. And those with introvert preferences, with their thoughtful, reflective perspectives, tend to master this approach.

A great lens on this comes from Susan Cain. According to her research, about one-third of people are natural introverts. I’d guess the percentage is even higher, especially in organisations where quiet productivity often trumps self-promotion.

If we take that statistic as “truth” and layer in what we know from Team Management Profile data (drawn from an impressive 600,000 profiles globally), we see that roughly half of us naturally lean towards roles focused on organising, producing, and concluding rather than the spotlight.

Overlay the introversion and 'getting things done' preference...and you get a substantial segment of any organisation—those who are quietly “sorting it out and getting on with it.”

When it comes to organisational change, ignore this group at your peril. They’re the people who actually get things done. Due to their perceived high trustworthiness, quiet influencers are subtle but deeply respected, and they play a crucial role in making change efforts feel real and grounded for others.

More advanced change strategies will engage with these quiet influencers because of their incredible value as “first followers.” Their alignment is a kind of authenticity that top-down mandates just can’t match, because they typically model the deeper behaviours that signify real change.

Empowering Just Enough of the Collective Wisdom

More advanced change strategies engage with these quiet influencers because of their incredible value as ‘first followers.’ Their alignment is a kind of authenticity that top-down mandates can’t match. By ‘empowering just enough of the collective wisdom’ - a principle I’ve written about previously - you mobilise this layer of trusted, practical wisdom that ensures change sticks. These individuals are often trusted colleagues who keep things “moving forward” behind the scenes.

To empower these influencers, you first need to recognise who they are. Look beyond formal titles or outgoing personalities. Instead, notice who people trust with questions, who others go to for guidance, and who brings a steadying presence to the team.

As you read this, you probably pictured someone in your current or previous workplace who embodies these qualities. I certainly recall the type, both as a “young up and comer” and also in my previous senior management roles.

I’d really like to thank them and was tempted to tag them in this article but… trap for young players: recognising these champions doesn’t mean putting them on a pedestal they don’t want! It’s far more likely to be about giving them the tools and opportunities to deepen their influence on their own terms and engage with your proposals for change.

Recognising and Supporting the Unsung Heroes

There are several practical ways to support these quiet champions. Here are a few to consider:

  1. Acknowledge their contributions: While quiet champions may shy away from the limelight, a private thank-you or team-specific acknowledgment can reinforce their role and let them know they’re valued. Bit gun shy to do this or not sure it’s your style? Let me ask you this: would you be more uncomfortable if this person left your organisation because they felt undervalued? Yeah… putting it in those terms is often a motivator! (Drop me a DM if you need some dialogue pointers / coaching, sincerely)

  2. Include them up-front in strategy conversations: Their insights—based on a keen awareness of team dynamics and an on-the-ground perspective—can shape a more realistic and well-rounded approach to change. Even informal discussions with them can reveal insights that might otherwise be overlooked.

  3. Provide considered development opportunities: Consider giving them training in facilitation skills or “crucial conversations” - skills that allow them to navigate group dynamics naturally without needing to step out of their preferred style.

  4. Foster peer connections: As they say in the NBA, "Game recognise game." In other words, people with strong skills...recognise that capability in each other. Connecting the quiet influencers you know with other quiet influencers across the organisation, can build a coalition of change advocates who embed change in diverse ways, reinforcing it from multiple angles.

The Strength in Quiet Leadership

The strength of quiet influencers lies in their ability to bring a genuine, grounded approach to change. They understand the importance of building trust and maintaining consistency, which makes them invaluable to any lasting change effort. As organisations increasingly focus on sustainable transformation and innovation, recognising and empowering these subtle champions is more than just a nice-to-have—it’s a strategic imperative.

So, as we navigate the noise of big personalities and bold campaigns, let’s remember the quiet champions. They are the ones turning the wheels of organisational culture, building resilience, and making change stick whilst rarely asking for the spotlight. Empowering these unsung heroes isn’t just smart leadership; it’s essential to creating change that lasts.