Tiny Marketing: Marketing and Sales Systems for Independent Consultants
Oct 11, 2026 · 25 min · 11 segments
Send us Fan Mail 87 warm leads at launch sounds unreal until you hear how Annie Graziani actually did it. We sit down with the founder and CEO of…
Annie GrazianiGuestSarah Noel BlockHostI work with a ton of consultants and a lot of them work with change management.
So they're dealing with those acquisitions and mergers and AI integration, but they're dealing with the actual, this is how we're going to make it happen.

Traditional change management is absolutely necessary, just like the identification that some change needs to happen.

But so often we also forget that humans are having to adopt whatever that change is, and we expect that they're just going to come along for the ride.

And often there's a gap between what is shared with the organization, the people that are standing it up and holding it together and how they're receiving what they're with the clarity and the transparency is around how they execute their work, their talent for the jobs that they were hired to do.

Where could we light up their potential even more? And how can that be in contribution to these organizational objectives? And then there's the whole other component that touches on my research, which is how do we take care of the whole person? Right.

How do we keep the people engaged here and loyal to this vision? Because the vision changes.

So it becomes a bit about culture cultivation as the organizational objectives are changing, keeping the people engaged or at least understanding how do we keep them engaged? What is our best effort there as the organization is experiencing some amount of change?
That makes so much sense because there's so much turnover that happens during change
I work with a ton of consultants and a lot of them work with change management.
So they're dealing with those acquisitions and mergers and AI integration, but they're dealing with the actual, this is how we're going to make it happen.

Traditional change management is absolutely necessary, just like the identification that some change needs to happen.

But so often we also forget that humans are having to adopt whatever that change is, and we expect that they're just going to come along for the ride.

And often there's a gap between what is shared with the organization, the people that are standing it up and holding it together and how they're receiving what they're with the clarity and the transparency is around how they execute their work, their talent for the jobs that they were hired to do.

Where could we light up their potential even more? And how can that be in contribution to these organizational objectives? And then there's the whole other component that touches on my research, which is how do we take care of the whole person? Right.

How do we keep the people engaged here and loyal to this vision? Because the vision changes.

So it becomes a bit about culture cultivation as the organizational objectives are changing, keeping the people engaged or at least understanding how do we keep them engaged? What is our best effort there as the organization is experiencing some amount of change?
That makes so much sense because there's so much turnover that happens during change
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