1. Not Being Bespoke About Change

For real change to happen it needs to be individualized.

Often, however, organizations take a “blanket approach” to change as opposed to a bespoke one. In this case, similar change tactics are used for different individuals at different levels with different motivations.

Change has to happen at the local level, and it involves really understanding what makes specific individuals “tick.”

2. Forgetting About Behaviours

There is no change unless there is wide-scale behavioural change.

Current and future behaviours typically need to be identified and tackled specifically. Behaviours are not beliefs or values, they are specific observable actions that can typically be seen and measured.

Once a change initiative is framed around behavioural change it is typically set up for success. Behaviours are the currency for change, so keep a close eye on them.

3. Stressing Top-Down Change

Change does not easily happen when a CEO presents bullet points and power-points in the annual town hall meeting.

Change often happens when people see their peers around them changing and begin copying their behaviours.

Don’t underestimate the power of peer-to-peer change and the role of informal influencers in the organization.

Remember that behaviours are often copied, so never underestimate the power of bottom-change driven by informal leader

4. Lack of Leadership Buy-In

For organizational changes to thrive, robust backing and sponsorship from top-level individuals are indispensable.

Perception plays a pivotal role here.
Having endorsement from the CEO holds little weight if frontline staff remain unaware.

Although there is no silver bullet for change, leadership buy-in remains king in the change equation.

But remember leadership does not only mean the formal leaders at the top of the hierarchy but also informal leaders, who oftentimes can carry more influence.

5. Lack of Communication

Effective communication plays a pivotal role in both the planning and execution stages of change management.

Change often fails because people don’t understand what the change is all about, and its overall impact on their role; this is where communication plays a crucial part.

It’s important to initiate communication prior to implementing any project or new initiative, ensuring clarity in expectations, outlining potential timelines, and providing regular updates on organizational progress according to the plan.

6. Changing Systems and Processes

Systems and processes help institutionalize the change and really make it stick.

They are the hardware whereas communication, and leadership role-modelling are the software of change.

Both need to work in tandem. Imagine a new IT system or a new strategy being put in place. Change will be difficult without new structures, policies, KPIs, and processes.

7. Unrealistic expectations or timelines

Setting unrealistic timelines can compromise the credibility of an initiative, as continual failure to meet deadlines can diminish trust in the change process.

Leaders must establish attainable objectives and practical timelines that accommodate thorough implementation, unexpected obstacles, and sufficient adjustment periods to promote a more enduring and efficient change endeavor.