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

Hi, I’m Rupal.

I spend a lot of time thinking about how AI is reshaping our careers, workspaces and the business world.

In my space, I talk about:
• Clear perspectives on AI and the modern workplace
• Honest takes on career development
• Personal reflections on productivity and focus

If you’re curious about the inevitable AI changes ahead and want to think about them more deeply, you’ll enjoy the content here.

My DMs are open if you’d like to talk ideas or perspectives.

Rupal Yadav

People don’t quit companies.
They quit the leadership that refuse to change.

Most exits are not impulsive.
They are built slowly, one ignored signal at a time.

This is what actually pushes people away:

1. Managers who don’t listen.
-> Feedback is shared, then ignored.

2. Roles that don't grow.
-> No growth. Same position. Pent up frustration.

3. Cultures that drain energy.
-> Over work is unnecessarily promoted.

4. Pay which is less.
-> Pay don't match effort.

5. Teams that don’t support.
-> Everyone struggles alone instead of growing together.

Losing top talent isn’t bad luck.
It’s just pure feedback. 

Great leaders listen early.
They fix systems not people.

AI Learner | Sharing insights on AI, Personal Growth, Mindset & Real-Life Experiences

10 Interview Mistakes That Can Cost You the Job

Interviews are like auditions.
You’re on stage and every detail matters.

Don’t let small, avoidable mistakes ruin a great opportunity.

10 interview killers to watch out for and what to do instead:

1. Walking in without knowing the company
↳ Why: It signals 'I just need any job.'
↳ Instead: Spend 15 minutes on their website and reference a recent win or initiative.

2. Overusing filler words
↳ Why: 'Um,' 'like,' and 'you know' make you sound unsure.
↳ Instead: Pause before answering. Silence is better than verbal clutter.

3. Exaggerating or lying about experience
↳ Why: One follow-up question can expose it.
↳ Instead: Be honest about your level and highlight your willingness to learn.

4. Wearing strong perfume or cologne
↳ Why: Strong scents can distract or trigger headaches.
↳ Instead: Skip fragrance entirely on interview day.

5. Bringing up salary too early
↳ Why: It makes compensation seem like your only priority.
↳ Instead: Let them raise it, or wait until there’s clear interest.

6. Giving one-word answers
↳ Why: It puts all the work on the interviewer.
↳ Instead: Use the STAR method to give clear, structured responses.

7. Not understanding the role
↳ Why: You freeze when asked, 'Why this position?'
↳ Instead: Study the job description and link it to your career goals.

8. Bad-mouthing past coworkers or projects
↳ Why: It raises red flags about how you handle conflict.
↳ Instead: Share what you learned and how challenges shaped you.

9. Forgetting to silence your phone
↳ Why: One notification can break focus and professionalism.
↳ Instead: Turn it off before you walk in.

10. Leaving without showing genuine interest
↳ Why: If you don’t sound excited, they’ll choose someone who does.
↳ Instead: Close strong: 'I’m genuinely excited about this role and would love to contribute to the team.'

➕ Follow Rupal Yadav for practical insights on career growth

♻️ Repost to help someone walk into their next interview with confidence

12 Signs Of A Highly Intelligent Employee:

1. They handle teams better under pressure. 
• While others might panic, they're calm

2.They listen more than they speak.
• They try to understand situation before reacting.

3. They simplify complex topics.
• It helps other teammates to move with confidence.

4. They actively support others’ growth.
• They let everyone grows equally without partiality.

5. They never stop learning. Self education is necessary for them.
• They prioritize their growth over uncessary team gossips.

6. They build side skills.
• They never stop exploring their own possibilities.

7. They take calculated risks.
• While others might take decisions haphazardly, they weigh the outcomes first.

8. They focus on results.
• And defined not endless paperwork.

9.They set clear boundaries.
• Hence protecting focus and long-term performance.

10. They stand up to micromanagement with logic, not ego.
• It actually helps team a lot.

11. They treat everyone with respect.
• Regardless of anyone's role or status.

12. They stay grounded.
• Of course, you're never too important to be nice to people.

The smartest employees raise the bar of the company.

Build these traits daily and growth becomes inevitable. 

Follow Rupal Yadav for more workplace insights!

♻️ Repost and share with your network if it resonated with you.

Most teams don’t fail because of lack of talent.

They fail because of junior senior divide.
I had this at my workplace too.

Juniors wait to be told everything.
Seniors assume others should 'figure it out.'

That gap silently weakens teams over.

Great teams are created when the whole team work together and help each other.

This is what can be done:

-> Juniors should show hunger to learn, not entitlement to be taught.
They observe, ask better questions and respect experience without ego.

->  Seniors should teach with patience, not superiority.
They should guide instead of judging.

As a result, results improve when everyone works in coherence.

Teams grow faster when seniors feel valued, and juniors feel supported.

The best teams rely on humility, clarity, and mutual respect.

If you’re a junior,
•  be curious and respectful 

If you’re a senior,
• be patient and supportive

Together we can build strong teams.

Everyone is trying to be impressive.
Very few are easy to work with.

Most people think being good at work means being the smartest. 

So they chase skills, tools, and titles.

But here’s the gap.

Talent gets you noticed.
Behavior decides who gets trusted.

Being easy to work with is such an underrated superpower. 

And no, it doesn’t mean being a pushover.

It looks like: 
1. Clear communication
2. Respecting time and boundaries 
3. Taking feedback without ego
4. Staying calm under pressure

Teams don’t fail because of talent gaps.
They fail because of ego and friction.

People don’t avoid difficult work.
They avoid difficult people.
And this is so rampant at our workplaces.

So be very skilled.
But also be someone people enjoy working with.

Follow Rupal Yadav for more career development content!

♻️ Repost with your network if you found this helpful.

Your title doesn't make you a leader.
Your impact does.

Most people think leadership starts with a title.
Manager. Founder.

But real leadership shows up differently.

I’ve seen people with authority create no change.
And others without titles transform entire teams.

That’s the gap we ignore.

6 Proven Ways To Create A Lasting Impact:

1. Take ownership when things go wrong.
-> Fix problems instead of finding excuses.

2.  Make decisions that help people, not belittle them
-> Postion should build trust, not fear.

3. Speak up instead of ignoring the team.
-> Never ignore team's problems.

4. Help others grow without favoritism.
-> When everyone grows together, the team shines.

5. Bring clarity to the team, instead of confusion.
-> Have clear direction.

6. Show consistency when motivation fades 
-> Discipline >> motivation always.

None of these need a title.

All of them build trust.

And that’s leadership.

Follow Rupal Yadav for more!
♻️ Repost to your network if you resonated.

Everyone is building AI agents.
Almost no one is building thinking systems.

That’s the real divide right now.

Most teams rush to automate tasks.
They celebrate speed.
They miss leverage.

What many people miss is that,
☆ AI agents execute.
☆ Agentic AI decides.

Same technology.
Very different outcomes.

So,
Stop treating AI like software.
Start treating AI like roles inside a team.

When AI is a tool,
you give instructions.

When AI is a role,
you assign responsibility.

That shift changes how systems scale.

• AI Agent
1. Focus on single tasks
2. Very less autonomy
3. Executes what humans say

• Agentic AI
1. Plans goal
2. Learns from feedback
3. Solves problems, and think on it's own

One saves hours.
The other compounds decisions.

Therefore, we know that agents are for speed.
And agentic systems are for direction. 

This is how small teams outperform bigger ones.

Build better mental models first.
Then build systems that support them.

Save this if you’re building with AI.

Follow Rupal Yadav for more AI insights!
♻️ Repost if you found this helpful.

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The Battle

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