Think before you change: Why many change initiatives fail

Resistance is undoubtedly one of the biggest challenges when implementing change. But there are a whole host of reasons why change initiatives fail. By recognising the reasons, we can improve processes and work to overcome and even prevent them. First, we must understand what some of the most common failures are:

1.    Bad timing

Timing is key for change initiatives to succeed. From determining when to change, to when to propose change to stakeholders, it is paramount that you get it right out of the starting gates. A poorly timed proposal will not engage stakeholders and you may be met with opposition. Likewise, badly timing the introduction of change within your organisation will not only incur significant resistance, but also be detrimental to leaders’ reputations, damaging the faith and trust employees have in management.

However, in actual fact, there is rarely a bad time for business transformation. It is more about your change initiative being well thought-out. Being underprepared is what can have the biggest knock-on effect and result in change initiative failure. So when proposing change, ensure that you have determined your optimum timing. Are you responding to a crisis situation whereby fast action is key? Or is your change effort to accommodate projected change in the future, whereby you have more time to prepare? Supporting structures need to be in place and plans must be well-developed, as these factors will be pivotal in gaining stakeholder support and for onboarding employees.

2.    Misunderstanding the drivers for change

Radical shifts in strategy will feel much less radical if the drivers for change are clearly defined. And when onboarding staff and stakeholders is ‘make or break’ for organisational change, it’s vital to ensure they understand it upfront.

The better an employee understands the rationale, the more likely they are to support any change, and the less likely you are to experience resistance.

As well as this, managers must be sure that the drivers for change address the needs of frontline workers. All too often, change management efforts are initiated at leadership level with meagre insight to the problems employees are facing. The result? Change efforts which fight the smoke but not the flames! By talking to your teams, you can really get to know the catalysts for change, gain valuable understanding, and establish the right course of action for transformation.

3.    Poor, disjointed communication

Talking to your employees is seldom more important t