When it comes to creating lasting organisational change, relying solely on facts and data is no longer enough. Instead, the key lies in understanding what I call the Point of Impact – that critical moment in time and space where a decision must be made by one or more people. And in that moment, only one thing comes into play: A person’s identity. 

If you’re looking to drive meaningful change across your organisation, you’ll need to understand how this works so you can use it to your advantage.

A Personal Crusade Begins…

The Point of Impact is my way of making sense of something I experienced early in my career as a Professional Speaker. Ten years ago, when I began my professional speaking journey, I was warned by a well-respected colleague that I would be considered a Taxi Driver within our industry. At the time, I didn’t pay much attention to it because I had no idea what he was talking about. Where I grew up, the taxi drivers were Greek or Italian, and I was deeply confuzzled as to how I resembled them. Ten years later, the same comment came up, this time about me being an Uber Driver, and suddenly, I connected the dots.

Perhaps the reason why I struggled for years to get professional speaking gigs in Australia wasn’t because I wasn’t good enough. Perhaps it was because event managers in Australia couldn’t justify booking someone to inspire and motivate company leaders when they looked like the person who drove the delegates to the conference venue or delivered food to the CEO the night before.

And so began a quest for me to understand why it was so hard for people to shift their thinking beyond preconceived notions about others based on the way they look. It turns out that whatever the bias or “isms” that you’re battling against in the name of equality, they all come down to one thing.

Understanding the Point of Impact

At the heart of every decision lies what I call the Point of Impact. This is that pivotal moment when one or more individuals come together to make a decision – whether it’s hiring a candidate, promoting an employee, or even choosing a keynote speaker. At this juncture, the factor that holds the most weight isn’t necessarily the facts or data presented but rather the decision maker’s identity. Most of the time they will make a choice congruent with what feels right to them. 

Our identities are shaped by two primary influences:

1. Our Lived Experiences: The challenges we’ve overcome, the successes we’ve celebrated, and the failures we’ve endured all leave lasting impressions on how we view the world.
2. The Stories We’ve Internalised: The narratives we’ve absorbed through family, culture, media, and community often shape our perceptions as powerfully as our direct experiences.

When these elements converge at the decision-making table, they create a lens through which all information is filtered. In a business context, this explains why certain patterns emerge in hiring, promotion, and strategic choices that can’t be explained by merit or qualification alone.

But it’s not always about formal big decisions. Our identity also comes into play when we’re making unconscious micro decisions, like thinking it’s okay to tell a joke at the work Christmas party only to discover it’s deemed inappropriate by everyone else. 

Making Use of the Point of Impact

Over my 20 years in business, I’ve lost track of the number of people who have great ideas that end up going nowhere because they haven’t considered the Point of Impact. They rush in to pitch ideas or drive change within their organisation, and nothing happens because they haven’t considered how the people involved make decisions to support or reject these ideas. Let’s walk through a couple of examples. 

Case Study 1: Sarah’s Struggle with Innovation Implementation

Sarah, the newly appointed Director of Innovation at a mid-sized financial services firm, was bursting with transformative ideas. With an impressive background in fintech and an MBA from a prestigious university, she developed a comprehensive digital transformation strategy that promised to revolutionise the company’s customer experience while reducing operational costs by 30%.

Armed with compelling data, market research, and detailed implementation plans, Sarah confidently presented her vision to the executive leadership team. She highlighted efficiency metrics, ROI projections, and competitive analyses that clearly demonstrated the strategy’s value. To her dismay, despite nodding heads during her presentation, weeks passed with no meaningful action or support. Follow-up emails went unanswered, requested resources never materialised, and her carefully crafted strategy gathered digital dust.

What Sarah failed to recognise was the Point of Impact. The key decision-makers – particularly the CFO and COO who had been with the company for over 15 years – had built their identities around the very systems Sarah proposed to replace. Both executives had personally overseen the implementation of the current infrastructure and had received industry recognition for these achievements. Additionally, several board members had risen through traditional banking channels and viewed fintech innovations with skepticism based on their lived experiences with failed technology initiatives. When the moment of decision arrived, these identity factors overwhelmed Sarah’s compelling data, and her transformation initiative stalled indefinitely.

Case Study 2: Michael’s Identity-Conscious Approach to Change

Michael faced a similar challenge as the newly hired Head of Digital Strategy at a competing financial institution. Like Sarah, he had developed an ambitious digital transformation roadmap that would require significant changes to existing systems and processes. However, Michael took a fundamentally different approach to implementation.

Before presenting a single slide or spreadsheet, Michael spent his first month understanding the key decision-makers’ personal journeys and professional identities. He learned that the CFO had previously lost political capital supporting a failed technology initiative, the COO prided himself on the company’s reputation for reliability, and several executives had deep personal connections to the branch network that would be affected by digitization.

When Michael finally presented his strategy, he framed it not as a revolutionary overhaul but as an evolution that built upon the leadership team’s prior accomplishments. He highlighted how the COO’s focus on reliability would be enhanced through better systems, positioned the CFO as the prudent guardian of sustainable innovation rather than disruptive change, and incorporated branch employees’ insights into the digital experience design. Most importantly, he created opportunities for each executive to participate in developing aspects of the strategy aligned with their identities and expertise.

By addressing the Point of Impact – recognising how each decision-maker’s identity would influence their support – Michael secured enthusiastic backing for his initiative. Within six months, his company had implemented key elements of the digital transformation, while Sarah’s identical strategy remained theoretical at her organisation. The difference wasn’t in the quality of ideas or supporting data, but in understanding how identity shapes decision-making at the crucial Point of Impact.

Harnessing the Power of Identity for Meaningful Change

Now that we’ve explored how identity shapes decision-making, it’s time to outline a systematic approach that leaders can use to leverage the Point of Impact for better decisions. This strategy not only ensures your ideas resonate with decision-makers on a personal level but also creates a foundation for sustainable change.

1. Identify The Point of Impact – Critical Decision Points

Every organisation has key moments where crucial decisions are made – whether it’s in board meetings, strategy sessions, or even informal discussions. Leaders should begin by:

• Mapping the Process: Identify where decisions are made and who is involved at each stage. Create a visual flowchart if necessary.
• Highlighting Stakeholders: Pinpoint the individuals or groups who consistently influence outcomes. This could include senior executives, department heads, or even influential team members.

Guideline: Use data from past decisions to determine recurring trends. For example, if you notice that a particular group consistently resists change, their identities and experiences might be central to that decision.

2. Understand the Decision Makers’ Identities

With the critical points mapped out, delve into the personal narratives that shape those making decisions. This step involves:

• Conducting an Identity Audit: Engage in one-on-one conversations, surveys, or focus groups to understand the lived experiences, personal values, and key narratives that define your decision-makers.
• Researching Backgrounds: Look into professional histories and previous decision outcomes. Identify common threads—such as risk aversion due to past failures or a strong attachment to legacy systems.

Guideline: Approach this step with genuine curiosity. The goal is not to stereotype but to appreciate the unique experiences that shape each leader’s perspective.

3. Align Your Message with Their Experience

Once you have a clear picture of the identities at play, tailor your approach so that your proposals and initiatives connect with these experiences. This can be done by:

• Crafting a Resonant Narrative: Instead of focusing solely on statistics or abstract benefits, weave in stories that mirror the decision makers’ journeys. Show how your proposal builds upon their past successes and aligns with their values.
• Using Familiar Language: Avoid technical jargon if it doesn’t resonate with the audience. Speak in a tone that reflects shared experiences and mutual aspirations.

Guideline: Test your narrative with a small group before a full-scale presentation. This ensures that your message is both compelling and relatable.

4. Foster Collaborative Dialogue

Meaningful change isn’t imposed—it’s co-created. Encouraging dialogue can help bridge the gap between data-driven approaches and identity-based decisions.

• Interactive Workshops: Organise sessions where stakeholders can discuss their concerns, share personal insights, and contribute ideas. This not only validates their experiences but also positions them as co-creators of the change.
• Feedback Loops: Develop systems for continuous feedback. After each major decision point, ask for honest reflections on what resonated and what could be improved.

Guideline: Be an active listener. Sometimes the most valuable insights come from those who feel unheard. Encourage open communication to foster trust and collaboration.

5. Create a Collaborative Implementation Plan

With the groundwork laid through understanding and dialogue, co-create an implementation plan that reflects these shared insights.

• Set Shared Objectives: Develop clear, mutually agreed-upon goals that align with both organisational targets and the personal aspirations of your decision-makers.
• Define Roles and Responsibilities: Ensure that every stakeholder sees their part in the plan. When people feel personally invested, they’re more likely to champion the initiative.
• Build in Flexibility: Recognise that identities and circumstances evolve. Your plan should be adaptive, allowing for adjustments as new insights emerge.

Guideline: Document and communicate the plan clearly. Transparency at this stage reinforces trust and accountability.

6. Monitor, Measure, and Iterate

Once the plan is in motion, continuous evaluation is crucial. This isn’t just about tracking traditional metrics—it’s also about assessing the qualitative impact on your stakeholders.

• Use Mixed Metrics: Combine quantitative measures (like performance data and ROI) with qualitative feedback (such as employee engagement and sentiment surveys). This dual approach offers a holistic view of your initiative’s success.
• Review Regularly: Schedule periodic check-ins to assess progress and recalibrate strategies. Identify early signs of resistance or unintended consequences and address them promptly.
• Encourage Reflective Practice: Foster an environment where stakeholders can reflect on their experiences. This will help fine-tune the approach and ensure that the identity alignment remains strong over time.

Guideline: Remain agile. The environment and the people in it are dynamic—your strategy should be too.

Potential Pitfalls and Where Things Can Go Wrong

Even a well-structured approach can encounter challenges. Being aware of potential pitfalls helps in preparing contingency plans.

• Overgeneralisation of Identities: One common misstep is assuming that all decision-makers share a similar background or experience. This can lead to a one-size-fits-all approach that fails to resonate with individuals on a deeper level.
• Insufficient Engagement: Failing to invest enough time in understanding the decision makers’ lived experiences can result in a superficial strategy that merely scratches the surface of identity. Authentic engagement is crucial.
• Resistance to Change: Even with a tailored approach, some stakeholders may be resistant due to deeply ingrained beliefs or past experiences. Resistance might be more pronounced if individuals feel their identity is being challenged or dismissed.
• Misaligned Messaging: If your narrative appears contrived or inauthentic, it can backfire. Stakeholders are quick to sense insincerity, and a poorly crafted message can exacerbate existing biases rather than mitigate them.
• Lack of Continuous Adaptation: Organisational change is an ongoing process. A static strategy that doesn’t evolve with new insights and feedback can quickly become outdated. Regular monitoring and iterative adjustments are vital to sustaining momentum.

Guideline: Always be ready to course-correct. A successful leader acknowledges that change is a process—not a single event—and remains flexible enough to adapt strategies as needed.

Bringing It All Together

By following this systematic approach, leaders can harness the Point of Impact to drive decisions that are not only well-informed by data but also deeply rooted in the human experiences that shape every choice. The steps outlined – identifying decision points, understanding identities, aligning narratives, fostering dialogue, co-creating implementation plans, and continuously iterating – form a comprehensive framework that bridges the gap between rational analysis and emotional resonance.

Remember, the essence of this strategy is to humanise the decision-making process. When you tap into the power of identity, you’re not merely presenting an idea; you’re creating a compelling narrative that resonates with the hearts and minds of your stakeholders. This, in turn, paves the way for transformational change that transcends conventional metrics and truly elevates your organisation’s culture and performance.

Embrace the systematic approach to the Point of Impact, and you’ll find that better decision-making isn’t about abandoning facts and data – it’s about integrating them into a broader, more human context. This is where true organisational transformation begins, and you get to lead the way with clarity and confidence!

I hope you find this useful.

Go forth and make tomorrow better than today!

-AJ~