Why Most Change Initiatives Fail (and How Your Leaders Can Change That)
Introducing change – no matter how strategic or exciting – can trigger uncertainty and anxiety (which directly impacts your People’s productivity and output).
And yes, 70% of change initiatives fail. Why? Because people are at the center of change – those leading the change, and those experiencing the change.
How should your leaders handle change?
Change is inherently personal. Every individual will experience it differently.
While there is always a sense of urgency to getting a change initiative completed – it is ALWAYS critical to understand the impact of your change on your people.
Where to start? Here are a few questions for your leaders to ask:
Who will be impacted?
Tip: Map out who will be affected and how. Not just the obvious stakeholders – EVERYONE impacted by the change. Consider those you also rely heavily on, like customers, vendors, contractors, and support teams. Involve your stakeholders early and often to keep the momentum.
How can you engage with those impacted?
Tip: Forums, town halls, surveys, focus groups, team meetings, 1:1’s are all great ways to bring people together to communicate your message. However, more importantly, it’s how you show up to lead – honest, transparent, authentic, caring – this is what will build the trust needed for individuals to make their own decisions to buy-in or check-out.
What are you listening for from those impacted?
Tip: Too often leaders are so intent on “telling” their plan, they forget that there’s much there to learn. Are there gaps in your plan? What obstacles will you likely face? Who are the early adopters and key influencers that can help champion the change? Do the stakeholders need more clarity? Are they expressing trust in moving forward?
How will you ensure your stakeholders feel heard and valued?
Tip: Different personalities and roles have different needs when it comes to change. Some need lots of detail, others crave time to process, and some are roaring to go with the excitement of the unknown! Allow for these differences, share feedback, and show how input will impact the plan. Frequent communication reinforces that people matter.
Conclusion:
Change is hard – it’s leadership that tips the scales between success and failure. Acknowledge the stress, watch for signs of burnout, and support your people every step of the way. By listening, adapting, and leading with empathy, leaders don’t just manage change – they inspire people to move forward with them.
People Developers, your organization needs leaders who are ready to step up and have the skills, awareness, and confidence to lead their people through the changes overwhelming them every day. We can help!
