In all organizations, beyond organizational charts, there are individuals who have a particular influence on their colleagues.
When a new safety rule is implemented, an environmental project is rolled out, or a CSR initiative is launched, colleagues often observe the reactions of these informal figures. If they embrace it, get involved, and provide context, others will be more inclined to follow. If they are skeptical, sarcastic, or downplay the initiative, the momentum is likely to be hampered. Ignoring these stakeholders, or viewing them as troublesome "influencers," can therefore be a strategic error. Conversely, identifying and involving them can transform an initiative perceived as top-down into a truly shared project.
Identifying informal leaders requires careful observation of team dynamics. Who is consulted when a problem arises? Who manages to defuse tensions? Who launches spontaneous initiatives? Who rallies people around them during key moments? Managers, HR, employee representatives, and HSE departments can all contribute to this identification, provided they don't mistake it for mere popularity. An informal leader isn't necessarily the most extroverted or likeable person; it's the one whose words influence behavior.
Once these individuals are identified, the question arises of how to engage them without exploiting them. It's not about enlisting them as mere "communication relays" in the narrow sense, nor about tasking them with persuading their colleagues against their will. Rather, it's about involving them early in the discussions, presenting the projects to them, listening to their feedback, and incorporating their concerns. By treating them as full partners, we increase the likelihood that they will feel co-responsible for the success of the initiative, rather than simply critical observers.
In the field of health, safety, and environment (HSE), for example, involving informal leaders in risk analysis, the design of new procedures, and the organization of drills can profoundly change team perceptions. A highly respected operator who explains, in their own words, why a particular safety measure is important after having participated in its development will often be more convincing than an external expert. Similarly, in the area of corporate social responsibility (CSR), an influential employee who commits to a waste reduction, inclusion, or local solidarity project can generate a far greater ripple effect than ten promotional posters.
HR plays a crucial role in recognizing and valuing this informal leadership without bureaucratizing it. For example, inviting these individuals to seminars, cross-functional working groups, and meetings with management can be beneficial, allowing them to share their perspectives. Supporting them when they take courageous stances, including highlighting problems, is also essential. Nothing is more demotivating for an informal leader than being asked to deliver messages but ignored when they raise fundamental issues.
It is also important to remain vigilant regarding risks. Informal leadership can sometimes be built on foundations contrary to the values the company wishes to promote: risk minimization, systematic resistance to change, normalization of dangerous or disrespectful behavior. In these cases, the issue is no longer so much about mobilization as it is about transformation. This requires deeper work on the culture, on the rules of the game, on how certain behaviors are tolerated or not. Managers and HR must then take responsibility for confronting these practices, sometimes involving the entire team to re-examine what is acceptable.
Ultimately, taking the role of informal leaders seriously in the HSE-CSR transformation means recognizing that decisions don't just flow from top to bottom, but also horizontally, through relationships of trust within teams. It means accepting that behaviors aren't changed through directives, but by building on those who already, often, embody values of responsibility, solidarity, and vigilance on a daily basis. By giving them a voice, listening to them, and respecting them, the company increases its chances of fundamentally transforming its practices.
