# Jennifer Eichenberg

Jennifer Eichenberg is a change management practitioner who helps leaders prepare employees for organizational change. The work focuses on understanding how changes affect people and supporting the motivation, mindset shifts, and new behaviors needed for adoption.

- Profile: https://b2binfluencer.marketing/creators/jennifer-eichenberg/
- LinkedIn: https://www.linkedin.com/in/jennifer-eichenberg
- LinkedIn followers: 1,521
- Topics: leadership, change-management
- Based on 10 dated posts, latest 2026-07-22

## Summary

Most useful for explaining why employee adoption fails after training and how to address motivation and mindset.

- Best for: Change management consultancies or workplace technology vendors whose customers buy systems but see low employee use.
- Not for: Broad awareness product launches needing reach, guaranteed impressions, and fixed sponsored deliverables on a schedule.
- Check first: Ask for LinkedIn analytics and confirm sponsorship formats, deliverables, and terms before planning.

### Takeaways

- Change management is more than communication and training.
- Motivation, not just training, determines whether new skills get used.
- A mindset shift should come before training.

## Main ideas

- **Change management is more than communication and training**: Jennifer Eichenberg argues that many leaders treat change management as two activities—communicating about the change and training people—and miss the diagnostic work that comes first. Before messaging, the organization should document what is changing, then identify who is affected and how. They list ten areas of impact: processes, systems, tools, job roles, critical behaviors, mindset and attitudes, reporting structure, performance reviews, compensation and location. Without a full picture, adoption is likely to be incomplete because the change touches more of an employee's working life than an announcement or training session covers.
- **Motivation, not just training, determines whether new skills get used**: Jennifer Eichenberg draws on a learning-and-development background to distinguish training attendance from on-the-job use. Leaders often say employees should learn a new system because it is their job, but they ask how many people have been trained on technology and still do not use it as taught. The common motivational device—sharing WIIFM, or "what's in it for them"—is often weak because much of a new system's value accrues to the organization: reports for leaders, accountability and transparency between employee and leader. The priority is to design learning experiences that motivate new behaviors and show learners what they can do with the new skill.
- **A mindset shift should come before training**: Jennifer Eichenberg uses the Change Arc from Erika Andersen's book Change from the Inside Out to argue that a proposed change needs a mindset shift before training can lead to new behavior. People prefer the status quo even when they are unhappy with it, and leaders often skip mindset work and move straight to teaching new behaviors. That shortcut is common because mindset work requires expertise many leaders lack, energy that change efforts drain, time that is rarely scheduled and customization because one approach does not fit everyone. When leaders do the mindset work, employees pay closer attention to training and adopt new behaviors sooner.

## Work to read

- [Change is really hard — and the mindset shift is the step leaders skip](https://www.linkedin.com/posts/jennifer-eichenberg_change-is-really-hard-you-already-knew-activity-7173301737427066882-PQG9)
- [Motivation is often the missing ingredient in change training](https://www.linkedin.com/posts/jennifer-eichenberg_leader-change-activity-7164297217023967232-ncgI)
- [There is more to change management than communication and training](https://www.linkedin.com/posts/jennifer-eichenberg_leader-change-activity-7163894752692695041-tgA1)

## Partnerships

Jennifer Eichenberg’s three published posts are educational pieces about organizational change: motivating employees to adopt new behaviors, the ten ways a change affects employees, and why mindset work gets skipped before training. Each ends with an invitation to direct-message them for a conversation—whether a free consultation on shifting mindsets, a chat about assessing how employees are affected by a change, or a discussion about motivating adoption. That’s a consulting inquiry aimed at leaders running change programs, not a published partnership program with defined deliverables a brand could buy. Brands should ask directly about sponsorship formats, partnership policies, rates, media kits, and commercial terms; the posts provide no official partnership or inquiry page.

## Alternatives

- Lauren Taylor: For the same campaign decision, Lauren Taylor is the better choice when the task is recruiting learners for funded further-education and training providers, not driving enterprise change adoption. The posts speak directly to providers whose funded courses are not filling and offer a concrete operating system: build a pipeline before courses start, respond to enquiries while interest is high, publish success stories with real outcomes, stay visible weekly even when courses are full, and treat recruitment as a year-round effort. For a sponsor selling recruitment services, enquiry software, or marketing support to training providers, that is a practical playbook. Taylor also claims to have recruited more than 2,700 learners in a year for UK training providers—a scale claim closer to the buyer's daily problem than a change-management diagnosis.
- Joel Duarte, CPTM: For the same campaign decision, Joel Duarte, CPTM is a better choice when the buyer wants a culture-and-leadership frame rather than an adoption-mechanics frame. The posts address how recruitment practices shape candidates' views of company culture and outline leadership shifts for a thriving culture: cross-functional collaboration, transparent communication, continuous learning, inclusive mentorship, virtual team connection, purpose, and employee well-being. A sponsor seeking to build an employer brand, change culture, or develop leadership could use that broad commentary to reach HR and leadership audiences. Duarte offers more on culture perception and leadership behaviors than Jennifer Eichenberg's posts, which focus on change adoption and learning motivation.
- Lillian Bajor: For the same campaign decision, Lillian Bajor is the better choice when the task is individual mindset coaching—especially for women moving from corporate work into entrepreneurship or seeking more abundance and fulfilment—rather than organizational change management. A client-success post traces a specific coaching arc: a financial-services agent, 18 months into a new career and struggling after 30 years in corporate, explored entrepreneurship, released limiting beliefs, shifted mindset, and moved into political campaign management and board work. The Activate Abundance post promotes a free three-day interview series for women, promising takeaways on clarity, direction, and mindset. A sponsor selling coaching, courses, or personal-development programs to that audience would find a clearer emotional fit and a demonstrated client narrative.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/