Hi, I’m Andy, a Change Leadership Consultant based in Montreal, originally from France, now helping organizations across Canada and beyond to turn transformation into a lasting success.

For over 12 years, I’ve worked with executives, HR leaders, and transformation teams to strengthen their change maturity, the mindset, capability, and culture needed to lead change effectively.

Many organizations struggle with transformation because people, culture, and leadership aren’t ready and lack capability for it. 

That’s where I come in.

Here’s what I do:

→ Design tailored change strategies and transformation roadmaps.
→ Coach leaders and sponsors to drive change with confidence.
→ Assess impact, resistance, and risk to ensure smooth transitions.
→ Build internal change capability through hands-on training.
→ Drive clear, 360° communication across all levels, using existing channels effectively.
→ Measure engagement, readiness, and behaviors to demonstrate ROI and lasting impact.

At Elevation Groupe Conseil, my goal is simple: make change your competitive edge.

If you’re ready to make your change initiatives stick, let’s connect.

Send me a DM or email me at andy.lauret@elevationgc.ca

Andy ⬆️

Everyone wants transformation to go faster.

Almost no one counts the damage speed creates.

I’ve seen rushed transformations burn teams, miss decisions, 
and stall adoption months later.

I’ve felt that pressure too.

“Go faster” sounds productive.

Until energy drops and shortcuts multiply.

Speed without clarity isn’t progress.
Speed without capacity creates workarounds.
Forced pace looks efficient, but it quietly sabotages outcomes.

Real acceleration comes from alignment, not pressure.

What’s one change you slowed down to move faster later?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

Andy Lauret ⬆️

Change management partner | Building Change-ready Organizations by helping People-First leaders and employees | Founder @Elevation Groupe Conseil

Change management does not need a seat at the table.
It needs its own table.

For years, change has been treated like support work.

Brought in after decisions are made.

Asked to help people “align” once the hard parts are over.

That is not change management.
That is damage control.

Change work shapes the decision, not the announcement.
- It challenges timelines.
- It questions readiness.
- It slows things down when speed would break trust.

If change leaders only react, they will always be ignored.
If they only facilitate, they will never influence.

Owning the table means saying no.

It means pushing back on leaders who want buy in without ownership.

It means being accountable for outcomes, not just adoption plans.

P.S. Is change invited early or only when things start breaking?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

Leaders accidentally kill engagement.

They broadcast instead of dialogue.
Present instead of co-create.
Celebrate go-live instead of measuring what sticks.

Here’s the truth:
Engagement is not about making people excited.
It’s about making them feel involved, equipped, and heard.

This framework shows:
→ The 5 things that kill engagement (even when leaders mean well)
→ Why each shift matters

One column builds compliance.
The other builds ownership.

Same intentions but very different outcomes.

Worth asking: which one are you designing?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline

People support what they help shape.

Consultation creates compliance.
Co-creation creates care.

One informs people.
The other gives them authorship.

Change doesn’t need more direction.
It needs shared ownership.

And you, are you designing for control...
or for commitment?

🔁 Repost & ➕ Follow Andy Lauret ⬆️for more real talk 
from the change frontline

Saying ‘I support this change initiative’ is not leadership. 

It’s distance.

Support without visibility is abandonment.

It tells teams the work matters, but not enough for leadership time.

Change does not need cheerleaders.
It needs sponsors who are willing to be seen and challenged.

Here’s what sponsorship actually looks like:

1/ Publicly own the change.
Say “I am accountable for this” instead of “I support this.”

2/ Show up where the tension is.
Join the meetings where people disagree.

3/ Repeat the message often.
If you are tired of saying it, people are just starting to hear it.

4/ Make one visible decision early.
Cut a process, fund a priority or stop an old habit.

5/ Protect the work publicly.
When resistance shows up, address it out loud.

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

Same goal, different approaches.

And… it’s OK!

Company A: top-down, directive driven.
Company B: co-created, Participative-driven.

We often search for *the* right way to lead change.

Truth is: there isn't one!

Both succeeded, because their strategies fit their culture, pace, and people.

The danger? Forcing a framework that doesn’t fit your DNA.

Yes my preference goes for a more co-created path… 
but different doesn’t mean wrong!

Context is king.

Custom beats copy.

And you, what’s the boldest change path you’ve seen work?

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

For a long time, I thought leading change required authority.

A role, title or mandate.

Then I watched most change actually happen.
It didn’t come from the people with the biggest say.
It came from the ones who stepped in early.

The ones who noticed friction and removed it.
Who helped others make sense of what was shifting.
Who stayed calm when things got uncomfortable.

They didn’t “drive” change, they made it easier to move.

What I’ve learned is this:

Influence doesn’t come from position.

It comes from usefulness, trust, and timing.

– When you create value under pressure, people listen.
– When you follow through, people rely on you.
– When you model the change before it’s popular, people follow.

That’s how change gets led long before it’s approved.

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

How to Lead Change Without Authority

Kotter 8-step Framework was meant to guide, not dictate.

It’s not the framework that fails.

It’s how rigidly we apply it.
The problem is using a copy-paste approach to a personalized challenge.

Kotter’s 8 Steps?
Still one of the best frameworks out there.
If you treat it as a compass not a checklist.
Change isn’t linear.

Sometimes urgency comes later.

Sometimes coalitions form mid-flight.

And sometimes empowerment needs to start before the vision is clear.
You can adapt the order.

You can tailor the approach.

But you can’t ignore the conditions.

Frameworks don’t fail.
Misusing them does.

🔁 Repost & ➕ Follow Andy Lauret for more real talk 
from the change frontline.

You didn’t lose value when the project failed.
You lost it when people stopped using it.

On time.
On budget.
Zero value...

Not because of resistance.
But because adoption was assumed, not managed.

Every hour of low adoption is a hidden cost.
And it adds up faster than you think.

Delivery is an event.
Adoption is the investment.

🔁 Repost & ➕ Follow Andy Lauret for more real talk from the change frontline

cost of low adoption

Why do 70% of change initiatives fail?

It is not the methodology. It is not the communication plan. It is invisible sponsorship

After 20+ years leading organisational transformations, I have seen the pattern repeat: executives approve a change, then disappear. Employees read that silence loud and clear—"This isn't really important."

The research confirms that projects with effective, visible sponsors are 3X more likely to succeed. Yet 52% of sponsors don't understand their role beyond signing the charter.

That is the gap I am here to close.

What I Do.

I partner with change management professionals transform invisible sponsors into visible champions of change. Through my Sponsor Enablement Masterclass series, I equip practitioners with research-backed practical tools to:

→ Diagnose sponsor effectiveness using proven audit frameworks.
→ Navigate difficult conversations with resistant executives.
→ Build 90-day roadmaps that make sponsorship visible and sustainable.
→ Turn the #1 success factor in change into your competitive advantage.

My Approach

I believe in practical over theoretical. Every approach I teach has been tested in the field so that you can use with real sponsors on real projects. My masterclasses combine 25+ years of Prosci research with hands-on strategies that work in the complexity of actual organisations.

Let's Connect

If you are a change manager tired of working around absent sponsors, or if you are ready to make sponsor enablement your strategic differentiator, I would love to connect.

📩 DM me "SPONSOR" to learn about upcoming masterclasses.
🔔 Follow for weekly insights on sponsor visibility and change leadership.
🌐 ChangeIT Up Change Management | GetIT Right the First Time.

Author & Change Strategist.

Alicia James

This post inspired by Gabor Stramb brilliant PM visual shows a parallel reality to CMs so I created a CMs version as it perfectly captures how the change managers role is misunderstood. https://lnkd.in/drwZky-S

How non-CMs see Change Management - 'send some comms and organise training'.

That's it. That's the job. Apparently.

How Change Managers actually live it:
→ Developing change strategy before day one
→ Conducting impact and readiness assessments
→ Managing resistance no one wants to acknowledge
→ Building change agent networks across the business
→ Coaching sponsors and aligning leadership
→ Creating feedback loops and tracking adoption
→ Embedding change into culture — not just processes

The problem? Change Managers are often brought in too late, way after decisions are made and after resistance has set in.

That’s not bad timing. It demonstrates a fundamental misunderstanding of the role.

If Change Management were just ‘comms and training’… transformations wouldn't fail as often as they do.

If you've ever had to explain what you *actually* do. This one's for you.

♻️ Repost if this hits home for your CM network. ➕ Follow Alicia James for more change leadership tips.

Sponsor Enablement Expert | Helping Change Managers & Executive Sponsors Drive Project Success - GetIT Right the First-Time© | ​>​>​> Author | ​>​>​> Workshop Facilitator | ​>​>​> Change Strategist.

🎙️ NEW EPISODE: Percolating Change


Have you heard of a Change Canvas?

It's a deceptively simple tool but when teams across your organisation start with one, something powerful happens.

Everyone sees the same picture. The why, the what, the how — all visible, all shared, all open for conversation.

In my latest episode of Percolating Change, I sat down with Charlotte Talmage, CEO of Unna, http://www.uuna.co.uk/ to explore why alignment is the hidden engine behind transformation that actually sticks.

Here's what resonated most:

→ Start with the canvas, build a richer story. When every team, from leadership to the front line contributes to the same Change Canvas, you're not just communicating change. You're co-creating it.
'
→ Alignment isn't a milestone. It's a practice. Charlotte was clear: 'this isn't something you tick off in a kick-off workshop. It's an ongoing conversation that evolves as your change evolves'.

→ The gaps will find you or you can find them first. Alignment workshops consistently surface disconnects that would otherwise show up later as budget blowouts and stalled momentum.

→ Facilitate, don't dictate. The most effective change leaders bring people into the process. Shared ownership from day one changes everything.

If you're leading transformation and your teams aren't starting from a shared understanding, the Change Canvas might be the missing piece.

🎧 Listen to the full conversation https://lnkd.in/dF6dHgGh
Have you used a Change Canvas before? I'd love to hear how it worked for your team.

🔁 Repost & ➕ Follow Alicia James for more Percolating Change - brewing each Tuesday: 6:AM AEDT.

Late entry is one of the most common and costly mistakes organisations make.
When the change team is brought in after key decisions have already been made, it signals a fundamental misunderstanding of the role.

Change management isn't just about communication plans and training rollouts. It's a strategic function. 

We're there to stress-test decisions, identify risks early, and help shape an approach that actually lands with people.

By the time we're called in to "manage the change," the real opportunity to influence has often passed. We're left navigating resistance that could have been avoided and cleaning up misalignment that didn't need to exist as described by Nissi Ozigbu.

Rethinking How We Lead | Strategic Business Development |International Speaker | Founder of The Growth Hut

I see this pattern repeatedly.

Change teams are capable, experienced, and busy.
Yet their influence keeps shrinking.

Not because they’re bad at their roles,
But because they’re trapped in a loop.

It usually looks like this:

• The change team is brought in after key decisions are made
• Their remit is narrowed to comms, training, and “people activities”
• Work becomes reactive rather than directional
• Outcomes are delivered, but behaviour barely shifts
• Leaders conclude the team is “helpful, but tactical”
• Next time, they’re engaged even later

Round it goes.
More delivery.
Less influence.
Lower perceived value.

The solution is not more activity
It’s the opposite of this loop.

High-impact change teams work upstream, not downstream.

They are:
 • Involved before decisions harden, not after
 • Focused on shaping direction, trade-offs, and risk, not just execution
 • Framing change in terms leaders care about: outcomes, exposure, confidence, performance
 • Designing the system people are working in, not firefighting its consequences
 • Seen as advisors who improve decision quality, not a service function that follows it

This isn’t about ego or status.
It’s about where influence actually lives.

If change is positioned as something that happens after strategy,
its impact will always be diluted.
If change is positioned as part of how strategy is formed,
its value becomes undeniable.
That shift doesn’t start with a new framework.
It starts with how change leaders position themselves.
------
♻️ Repost to share with your network
💡Follow Nissi Ozigbu for more change and leadership insights
📧  Signup for my newsletter and get insights like this straight to your inbox: https://lnkd.in/eESS94TS

the impact dilution loop

The #1 factor in change success hasn't changed in 25 years. Yet most projects still get it wrong.

79% vs 27%—that's the difference visible sponsorship makes.

So, what makes the difference? Partnership. When sponsors and change managers work together:
 
-> Sponsors bring the authority and visibility.
-> Change managers bring the expertise and execution.
-> Together, they bring clarity, communication, and results.
 
The most successful change initiatives are not led by sponsors OR change managers working in silos. They are powered by genuine partnerships where both play to their strengths.
 
Visible sponsors do not happen by accident. And great change management does not happen without leadership backing.
 
Sponsors need change managers to help them understand what visibility looks like in practice - when to show up, how to address resistance, and how to sustain momentum beyond the kick-off.
 
Change managers need sponsors to open doors, align priorities across the leadership team, and send the signal that this change truly matters.
 
When that partnership clicks, employees notice. They see aligned leadership. They hear consistent messages. They believe the change is real - not just another flavour of the month.
 
It is not about one role being more important than the other. It is about recognising that neither can succeed alone.
  
DM me if you would like to join my pilot tested - 90-minute online Enabling Sponsor Visibility Masterclass.

🔁 Repost & ➕ Follow Alicia James for more change leadership tips.

Sponsor Visibility in IT Projects: What Actually Works? (Change Insight Series)

Stepping into an Executive Sponsor (sponsor) role on an IT project is no small thing.

You want to show up well. You want to add value. But between competing priorities and the pace of delivery, it's easy to wonder—am I visible in the right ways? 

And for change leaders partnering with sponsors, there's a parallel question: how do we enable sponsor visibility without it becoming a distraction from delivery?

These are the kinds of questions we'll be unpacking in an upcoming panel discussion.

Join me and four experienced practitioners Hatem ShehabUte Diversi  MAHRIHarrick SnowSudesh Dahiya as we explore:

→ How a change leaders role intersects with sponsor relationships.
→ How to enable sponsor visibility that builds trust.
→ Where sponsor relationships typically break down—and how to navigate those moments.

This is a free, candid conversation. No slides, just real talk from seasoned practitioners who have seen what works and what doesn't.

📅 Date: Wednesday 11 February 2026
⏰ Time: 7pm AEDT | 9pm NZDT | 8am GMT
⏰ Duration: 60 minutes
💻 Platform: Zoom (link provided on registration)
💰 Cost: Free

🔗 Register here: https://lnkd.in/dNUrq_HN  – thank you to those who have so far registered.

Whether you're a sponsor looking to show up with impact, or a change leader figuring out how to partner with your sponsor—this conversation is for you.

🔁 Repost & ➕ Follow Alicia James for more change leadership tips.

What's the hardest part of being an Executive Sponsor (sponsor) on an IT project? (Change Insight Series)

Is it knowing when to step in and when to step back?
Is it being visible without micromanaging?

Or is it navigating those moments when the project hits turbulence and everyone's looking to you?

These are real questions and they deserve real answers from people who've been there.

In two weeks, I'm hosting a candid panel discussion with four exceptional practitioners Sudesh DahiyaUte Diversi  MAHRIHatem ShehabHarrick Snow who've seen sponsor relationships succeed and struggle.

Here's a taste of what we'll explore:
🔹 How visible should a sponsor actually be during delivery?
🔹 What do change leaders need most from their sponsors?
🔹 Where do sponsor relationships break down and how do you recover?
🔹 What does 'showing up well' as a sponsor actually look like in practice?
🔹 What does the ' sponsor & change Manager partnership look like?

Here is where you come in.

As we want this conversation to tackle YOUR challenges and not just ours, drop your questions in the comments below or DM me or any panel member directly and we will put the best ones to the panel live.

Whether you're a sponsor wondering how to show up with impact, or a change leader figuring out how to partner better with yours, this is your chance to shape the discussion.

📅 Wednesday 11 February 2026
⏰ 7pm AEDT | 9pm NZDT | 8am GMT
💻 60 minutes on Zoom (link on registration)
💰 Free
🔗 Register here: https://lnkd.in/dNUrq_HN

🔁 Repost & ➕ Follow Alicia James for more change leadership tips.

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