Inside the Change Manager’s Mind: What Change Managers Are Learning Today

Every time I run an APMG Change Management Practitioner cohort, I’m reminded of something important: 

Change Managers don’t just guide people through change — they guide people through themselves. 

And this most recent group was such a powerful example of that. 

We spent the day diving into the deeper layers of change work — the human behaviours, leadership levers, emotional dynamics, learning strategies, and coaching conversations that truly drive adoption. What emerged was a mix of insight, honesty, and those “lightbulb moments” that stay with you long after the training ends. 

So today, I want to share some of the standout lessons from that session — the ones every Change Manager should take into their practice. 


1. Practitioner-Level Change Is About Judgment, Not Memory 

One of the first things we cover in the Practitioner course is the exam format. Yes — it’s open book. 
No — it’s not easier. 

The Practitioner exam isn’t testing whether you memorised the syllabus. 

It’s testing how you think. 
How you analyse scenarios. 
How you interpret behaviour. 
How you choose the right lever at the right time. 

That’s why time management, question navigation, and critical thinking are so important. We spent time practicing how to: 

• eliminate faulty answer options 

• rely on theory (not personal preference) 

• work through complex scenario-based questions 

• toggle confidently between screens on the exam platform 

And more importantly, how to trust your own judgment — because at Practitioner level, that’s what matters most. 

2. Sustaining Change Is a Leadership Conversation, Not a Go-Live Event 

One of the richest discussions we had was around what actually sustains change after the go-live date. 

The truth is this: 

Momentum is the currency of change. 
And leaders are the ones who spend it. 

We explored the different levers that accelerate or hinder adoption, such as: 

• leadership behaviours 

• communication rhythms 

• structural enablers 

• peer influence and champions 

• early momentum from innovators and early adopters 

We also talked about psychological models like the change curve, William Bridges’ transition model, and the conscious competence ladder — and how they help people understand why change feels difficult. 

The biggest insight? 

People rarely resist change. 
They resist feeling unsupported during change. 

And that’s where Change Managers make all the difference. 

3. Adoption Follows the Diffusion Curve — Whether We Want It To or Not 

The diffusion curve always sparks meaningful conversation. 

Every organisation has: 

• innovators 

• early adopters 

• early majority 

• late majority 

• and laggards 

And your job isn't to drag people along the curve. 
Your job is to meet people where they currently stand. 

I loved hearing participants share stories about how momentum took off only when middle managers started to model the behavior. These stories reinforce one of the most important truths in change: 

Influence travels faster sideways than downward.  

4. Learning That Actually Changes Behavior 

We also spent time unpacking what effective learning looks like — not just training for the sake of training. 

We looked at: 

• Gagné’s Nine Events of Instruction 

• the KSA (Knowledge, Skills, Attitude) model 

• SMART learning objectives 

• the importance of sensory-based learning 

• using practical, real-world activities 

One theme kept returning: 

Training must align with the job, not just with the slides. 

That’s how you accelerate ability — one of the most crucial elements of the ADKAR model. 

5. Coaching Is the Change Manager’s Secret Advantage 

If there was one section that lit everyone up, it was coaching. 

We explored the difference between feedback and coaching — something many leaders confuse: 

Feedback looks backward. 
Coaching looks forward. 

We practiced the GROW model in pairs, guiding each other through: 

• clarifying goals 

• reality checking 

• exploring options 

• creating a way forward 

This model isn’t just for performance conversations — it is transformational during change. Coaching builds confidence, ownership, and capability. And that’s exactly what organisations need during disruption. 

6. Co-Design Isn’t a Buzzword — It’s a Mindset 

We also dove into co-design and how it strengthens adoption. 

Real co-design is not: 

❌ “Let’s involve people to look participatory.” 
❌ “Let’s just gather feedback and call it co-design.” 

Real co-design is: 

✔️ inclusive 
✔️ outcome-focused 
✔️ respectful of expertise 
✔️ collaborative 
✔️ transparent 

One of my favourite lines from the session was: 
“People support what they help create.” 

That’s why co-design is so powerful in change. 

7. The Human Side of Change Always Wins 

By the end of the session, something became clear — again: 

We can have the best frameworks, the cleanest templates, and the most organised project plans… 

…but if we don’t understand people, nothing sticks. 

This cohort reminded me why I love this work. 
Change is human. 
Always has been. 
Always will be. 

If this article resonated with you and you're thinking: 

➡️ “I want to learn how to do change at this level.” 
➡️ “I want to coach leaders, not just advise them.” 
➡️ “I want to feel more confident in my change judgment.” 

Then the APMG Change Management Foundation + Practitioner courses are a powerful next step. 

Our upcoming dates are now open, and I’d love to help you build confidence, capability, and credibility as a Change Manager.