How to Make Change Irresistible, with Phil Gilbert - Coaching for Leaders Recap

Podcast: Coaching for Leaders

Published: 2026-02-16

Duration: 37 min

Summary

In this episode, Phil Gilbert discusses how to approach organizational change not as a mandate but as an irresistible invitation. By treating change as a high-value product, leaders can foster greater buy-in and engagement from their teams.

What Happened

In the episode, host Dave Stohoviak welcomes Phil Gilbert, a key player in IBM's transformation, to discuss his unique perspective on change leadership. Gilbert reflects on his transition from leading startups to joining IBM, where he found a culture that was quite the opposite of human-centered design. Despite initially planning to stay just a year to facilitate integration, he quickly recognized the challenges posed by the company's approach to change, which he felt lacked empathy and focus on user experience.

Gilbert introduces the concept of viewing change as a product rather than a mandate. He argues that traditional change initiatives often fail because they lack the allure necessary to engage employees. Instead, he suggests that leaders should focus on enticing teams to adopt change voluntarily, much like marketing a product. This mindset shift requires leaders to take full responsibility for the adoption of change, emphasizing the importance of understanding the needs and concerns of their teams, rather than blaming resistance on a lack of understanding.

Key Insights

• Change should be seen as a high-value add product that requires the same resources as top products.
• Leaders must shift from a mandate mindset to one that invites participation and engagement.
• Understanding user needs and experiences is crucial for making change irresistible.
• Responsibility for change adoption lies with the leadership, not the employees.

Key Questions Answered

How did Phil Gilbert's background influence his approach to change at IBM?

Phil Gilbert's transition to IBM came after the acquisition of his startup, which shaped his perspective on change. He initially viewed himself as a startup guy, planning to stay at IBM for just a year to help with integration. However, upon arrival, he found a culture that needed significant transformation, which prompted him to reconsider his commitment and approach to leadership within the organization.

What is the significance of treating change as a product according to Phil Gilbert?

Phil Gilbert emphasizes that by viewing change as a product, leaders can foster greater engagement from their teams. This approach requires leaders to understand the needs of their teams and create a compelling case for adopting change, rather than simply mandating it. This mindset allows leaders to take responsibility for the success of change initiatives, ensuring that they resonate with employees.

What challenges did Gilbert identify in IBM's culture upon his arrival?

Upon joining IBM, Gilbert observed a culture that was the antithesis of a human-centered organization. He noted that the environment was not conducive to creativity or innovation, with a physical plant that reflected neglect. This realization prompted him to recognize the critical need for change, as he saw that the company was struggling to prioritize user-centric outcomes.

How can leaders make change irresistible according to the episode?

Leaders can make change irresistible by inviting participation rather than enforcing mandates. Gilbert advocates for enticing teams to embrace change through engagement and empathy. He suggests that leaders should seed the market with early adopters and encourage them to share their positive experiences, creating a ripple effect that fosters broader acceptance across the organization.

What role does empathy play in successful change leadership?

Empathy is a cornerstone of Phil Gilbert's approach to change leadership. He argues that understanding the concerns and needs of employees is essential for fostering an environment where change is welcomed. By prioritizing the human experience and continuously seeking to improve outcomes for users, leaders can create a culture where change becomes a shared goal rather than a source of resistance.