Using Likability as a Tool for Organizational Change

Implementing change in organizations largely revolves around influencing others. Influence doesn’t happen by chance—it can be cultivated. It’s both a science and an art.

The Six Principles of Influence

Robert Cialdini, an American professor of marketing and psychology, summarized the science of influence into six principles:

1. Commitment and Consistency: Once someone commits, they’re more likely to follow through.

2. Social Proof: People follow what others do—if many are doing it, it must be right.

3. Liking: We are more likely to comply with requests from people we like.

4. Authority: People respect and follow credible experts.

5. Scarcity: Limited availability increases perceived value.

6. Reciprocity: Giving something encourages others to give back.

This article focuses on the power of likability in driving change.

The Rule of Likability

The rule of likability suggests that we are more inclined to agree with requests from people we like. For example, we’re more likely to buy a car from a friendly salesperson who shares our interests, gives compliments, or appears frequently.

Four factors enhance likability:

• Physical Attractiveness: We unconsciously assign positive traits to attractive people.

• Similarity: We prefer those who share our interests, background, or traits.

• Compliments: Positive remarks increase our liking for the giver.

• Familiarity and Collaboration: We favor people and things we encounter frequently or work with collaboratively.

Applying Likability to Organizational Change

The rule of likability applies to change facilitators (project and change managers), team managers leading their teams, and even the solutions or projects themselves. Likability can make a change initiative more appealing.

Start by Liking Your Employees

If you want your organization to embrace change, show the ‘good’ side of it. While some changes naturally come across as positive, most require deliberate influence. Cialdini emphasizes that the first rule isn’t to make others like you, but for you to like them. Employees will only feel truly engaged if they sense genuine care and empathy from their leaders.

How to Make Change Likable

1. Physical Attractiveness

The messenger matters. A charismatic or trusted leader can enhance the message’s impact. Ensure authenticity and credibility—a physically attractive but untrustworthy messenger can undermine the initiative. Similarly, visually appealing solutions or user-friendly tools can make change more inviting.

2. Similarity

Ambassadors or change agents who share traits with employees foster trust. In diverse organizations, promoting relatable examples and stories can help bridge differences and build connections.

3. Compliments

Providing positive feedback motivates employees and fosters positivity around change. Automated digital compliments, like a "Well done!" after completing a module, can also boost morale and engagement.

4. Familiarity and Collaboration

Regular exposure builds trust. Encourage collaboration across departments during change initiatives to enhance mutual respect and understanding. Co-creation fosters ownership and likability, making change feel like a collective effort.

The Thin Line Between Influence and Manipulation

The intent and purpose of influence are crucial. When applied authentically and empathetically, influence techniques can enhance employee engagement and support organizational goals. By focusing on improving both the organization and employees’ experiences, likability becomes a powerful, ethical tool for driving change.