Lead Through Change: Empower Your Team with Communication, Training and Champions
- Amanda Wilkie
- 3 hours ago
- 4 min read
Change is hard. It disrupts routines, adds uncertainty and takes time when time is something most firms are already short on. Yet change is inevitable. Whether you’re rolling out new software, restructuring workflows or adapting to shifting client expectations, your firm’s ability to manage change effectively determines how successful that change actually is.
And here’s the part we often forget: organizations don’t change; people do. So if your firm has 100 people, you don’t need a single change management plan. You need 100 of them.
Change starts with people, not platforms
We often start change initiatives by focusing on the what: what software, what new workflow, what process. But successful change hinges on the who. The individuals in your firm are the ones who must adopt the new system, follow the new process or shift how they work.
That’s where empowerment comes in. The most effective change leaders we see in firms don’t just announce change. They enable it through clear communication, training that meets people where they are and peer support that builds confidence and momentum.
Let’s break that down.
Use champions to build trust and engagement
One effective strategy we see is appointing internal champions, team members who understand the change, believe in it and are willing to guide their peers through it.
These aren’t always department heads or project managers. Sometimes the best champions are the peers who others naturally turn to with “how do I…?” questions. When those individuals get involved early and help shape the rollout, their support is contagious.
Champions serve three purposes:
1. They answer day-to-day questions in real time
2. They reduce resistance by being relatable and credible
3. They offer feedback to the project team, surfacing concerns before they snowball
If you’re not already using champions in your firm, it’s worth asking: Who do people listen to when leaders aren’t in the room?
Layer your training for real retention
Firm leaders often treat training as a one-and-done event. But people don’t learn (and certainly don’t change behavior) based on a 90-minute demo. A more effective approach is layered training, delivered in small, timely doses.
Here’s what that can look like:
Pre-launch overview. Set the stage. What’s changing, why it matters and what people can expect.
Role-based sessions. Customize training to show how the change will affect different roles. A staff accountant and a tax manager will likely use a new system in different ways.
Hands-on practice. Let people try it out in a sandbox environment before it’s real.
Follow-up office hours. Create space for questions after people start using the new process or tool.
Microlearning or short videos. These are great for quick “how-to” topics and reinforce key concepts over time.
The goal isn’t to check the training box; it’s to build confidence and capability.
Communicate from the right source
One overlooked aspect of change management is who delivers the message.
Research from ProSci found that during large firmwide changes, people want to hear from an executive like the CEO or Managing Partner. That sets the tone, aligns the vision and communicates that the change is a priority.
But when it comes to individual change, like how someone’s role or workflow will shift, they want to hear from their manager—someone who knows what they do, day in and day out.
They don’t want to hear from the head of IT or a project manager they’ve never worked with. They want to hear from someone they trust to understand how the change affects them.
This puts people managers, like tax managers, audit supervisors and client service leaders, in a critical position. They become a two-way conduit for communication. That means:
They need to understand the change well enough to explain it
They need to be equipped to answer common questions
They need to feel empowered to bring feedback back upstream
Change leaders and project managers must give these people managers the information, context and support they need to do that well.
Use tools that support communication, not just send it
Every firm uses email. Some use Teams or Slack. A few have dashboards or intranets. But tools only help if they support real communication, not just broadcast announcements.
Consider creating short videos from leadership that feel more personal than a long email or scheduling live Q&A sessions that give people the chance to ask questions directly. Make sure you target your communications by role or department and avoid overwhelming people with irrelevant information.
Crucially, build in feedback loops through surveys, shared forms or regular check-ins. This steps ensures people know their input is wanted and being acted on. The most effective communication strategies treat change as a dialogue, not a monologue.
Reinforce, reinforce, reinforce
Even with great champions, layered training and effective communication, change can fade if you don’t reinforce it. The most effective firms don’t just launch change; they sustain it.
Ask yourself:
What’s our plan for reinforcing this change in 30, 60 and 90 days?
How will we celebrate wins and recognize people who buy in?
Are we tracking adoption in any measurable way?
Who’s responsible for ongoing support?
It’s tempting to approach change as something to enforce. But lasting change happens when people feel empowered, when they understand the purpose, see how it benefits them and the firm and feel supported along the way.
That’s what drives adoption. That’s what turns new processes into better outcomes. And that’s how you build a firm that thrives through change.
Could you benefit from structure and accountability as you strive to push your firm forward?
The Boomer Process Circle is a peer group of top Process and Lean Six Sigma leaders in the accounting profession who share tools and resources for pushing change within their firms. Apply now to tap into the experience and expertise you need to lead the charge for continuous improvement.
Amanda Wilkie is a consultant at Boomer Consulting, Inc. with more than 25 years of technology experience and a strong track record of helping accounting firms modernize systems, lead change and integrate tech with process and strategy. A dynamic speaker and lifelong learner, she facilitates the Boomer CIO, Operations, Technology, and Process Circles, and regularly speaks at top industry events like AICPA ENGAGE. Amanda is a certified Project Management Professional and an Associate Certified Coach who helps guide firms through implementing change with clarity, empathy and momentum.
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