When you think about change initiatives that happened at work, how many of them were implemented well? More than likely, the majority did not. Change is hard personally, and it’s even harder to lead a team or organization, though. We previously covered a series on change management (Episodes 450 – 453). Even with that guidemap we can get it wrong along the way. As you work through and lead a change, it can be helpful to know what to look out for – what others have struggled with in leading in this area. Today, we are going to look at the common mistakes that are made when it comes to implementing change.
We skipped the Why
There are very few times when the why of change is not important. The only time that I can think of in my own career when the why wasn’t a strong need was when I was in the military. Most soldiers are charged with executing an order and are not expected to question that order. In the civilian world, you need a strong why to convey the need to pick up and make a change. When leaders don’t explain why a change is happening, it creates a leadership vacuum. People will fill in the blanks with their own assumptions, and they are usually negative ones. They might think the change is about control, cost-cutting, or lack of trust when the true why may be about innovation and growth.
- Start by clearly defining the problem that the change solves. Help them see a better world on the other side of the change.
- Connect the change to the team’s mission and values. The stronger the values are in your organization, the more you should lean into this area.
- Share stories or data that show what’s not working and what could be better.
- Reinforce the “why” consistently, not just once in a kickoff meeting.
We missed the mark on communication
Communication during a change needs to be a steady drumbeat. Similar to a lack of why, when there is silence, it will breed uncertainty. Vague updates cause anxiety. (How do you feel when you hear, “Lots of changes on the horizon.”?) On the flip side, constantly talking about a change without follow-through will make people tune out from your message.
- Use multiple channels: team meetings, emails, 1:1s, internal newsletters, and larger town halls.
- Set a cadence: weekly or biweekly updates help maintain rhythm. Keep that rhythm even if there aren’t a lot of updates to share at that particular moment. It can be as simple as “Here is what we learned and did this week, and here is what’s next.”
- Be honest about setbacks or unknowns—it builds credibility. Don’t sugarcoat the process.
- Celebrate milestones and quick wins to keep momentum.
We didn’t consider people’s emotions
When a change is cascaded out, it will no doubt hit people differently,y and when you step back to think about it, it makes total sense. You likely don’t coach and lead your people all the same way. For some, the change will be exciting. For others, it’s scary. If you treat the process like a checklist instead of a journey, you’ll lose the hearts you need to drive the change. The other callout here is that a person’s emotions can be different from one change to another. Perhaps a person is excited about a change to a new bonus structure because they can see themselves making more money, and that same person is disheartened that a program that they enjoy using is sunsetting for something new.
- Have empathy check-ins—ask how people feel, not just how they are doing in their work.
- Identify “loss points” for people: Is it status or comfort? Confidence? Convenience?
- Allow space for grieving the old way of things. That’s normal and healthy to go through.
- Build a shared vision of the future so the change feels like progress, not punishment.
We forgot to equip and empower
“Go that way” is not enough to tell a person when it comes to change. You’ve got to give them a map, compass, and the training to get there. In scouts and in the military, we don’t just hand a person a compass and a map and send them off into the wilderness. We show them how to read a map. Then, how to set a bearing and track it, and finally,y how to set a pace count so they can track distance. Without teaching a person what they need to do, or how they go about it, when it comes to change, the likelihood of that change failing. It’s essential that they have the knowledge and confidence to succeed.
- Offer hands-on training and give people time to adjust.
- Identify Change Champions within the team—people who can influence peers and support the rollout.
- Give ownership. Let teams contribute ideas on how to implement change in their context.
- Recognize and reward people who model the change well.
If you aren’t currently dealing with a change, you are about to be. Change is constant and inevitable. Change management isn’t about having a perfect plan; it’s about leading with empathy, clarity, and consistency. When you focus on the people as much as the process, you don’t just manage change, you lead through it.
Make a better tomorrow.
-ZH
