The role of informal leaders in HSE–CSR transformation: identifying and mobilizing them

In every organization, beyond the org chart, there are people who have a particular influence on their colleagues. They are not necessarily managers or official representatives. Sometimes they are long-serving employees, highly respected for their experience; sometimes younger employees, listened to for their charisma, expertise, or ability to connect people; sometimes quieter personalities whose opinion matters when things get serious. These “informal leaders” play a decisive role in how transformations—including those related to HSE and CSR—are received and adopted on the ground.

When a new safety rule is introduced, when an environmental project is rolled out, or when a CSR initiative is launched, colleagues often watch how these informal figures react. If they support it, get involved, and help give it meaning, others will be more inclined to follow. If they are skeptical, ironic, or dismissive, the momentum is likely to slow down. Ignoring these actors, or treating them as inconvenient “influencers,” can therefore be a strategic mistake. On the other hand, identifying and involving them can turn an initiative perceived as coming “from the top” into a genuinely shared project.

Identifying informal leaders requires close observation of team dynamics. Who is asked for advice when a problem arises? Who manages to calm tensions? Who launches spontaneous initiatives? Who brings people together at key moments? Managers, HR, employee representatives, and HSE teams can all contribute to spotting them, as long as they do not confuse this with mere popularity. An informal leader is not necessarily the most extroverted or the most likable person; it is the one whose words influence behavior.

Once these people have been identified, the question becomes how to mobilize them without instrumentalizing them. The goal is not to recruit them as narrow “communication relays,” nor to burden them with convincing colleagues against their will. Rather, it is to involve them upstream in the thinking process, present projects to them, listen to their feedback, and integrate their concerns. By treating them as full partners, the company increases the likelihood that they will feel co-responsible for the success of the initiative rather than remaining critical bystanders.

In the HSE field, for example, involving informal leaders in risk analysis, the design of new procedures, or the organization of drills can profoundly change how teams perceive things. A highly respected operator who explains, in their own words, why a given safety measure matters—after having helped shape it—will often be far more convincing than an external expert. Likewise, in the CSR field, an influential employee who becomes involved in a waste-reduction, inclusion, or local solidarity project can create a much stronger ripple effect than ten communication posters.

HR has an important role to play in recognizing this informal leadership, without necessarily formalizing it into a job title or function. For example, it may be relevant to invite these individuals to certain seminars, cross-functional working groups, or meetings with leadership, so that they can make the voice of the field heard. It is also essential to support them when they take courageous positions, including when they highlight dysfunctions. Nothing is more discouraging for an informal leader than being asked to carry messages but ignored when they raise structural difficulties.

It is also important to remain attentive to the risks. Informal leadership can sometimes be built on foundations that run counter to the values the company wants to promote: minimizing risks, systematically resisting change, or normalizing dangerous or disrespectful behavior. In such cases, the issue is less about mobilizing than about transforming. That requires deeper work on culture, on the rules of the game, and on how certain behaviors are tolerated—or not. Managers and HR must then be ready to confront these practices, sometimes involving the wider team in re-examining what is acceptable.

Ultimately, taking the role of informal leaders in HSE–CSR transformation seriously means recognizing that decisions do not spread only from the top down, but also horizontally, through relationships of trust within teams. It means accepting that behavior does not change through injunctions alone, but by relying on those who already, often every day, embody the values of responsibility, solidarity, and vigilance. By giving them a place, listening to them, and respecting them, the company gives itself a much better chance of transforming its practices in depth.