Change is a constant in the business world. As the Greek philosopher Heraclitus said, “nothing endures but change” and organisations that plan for change effectively are most likely to ensure successful outcomes. While numerous models and methodologies exist to guide change management, such as John Kotter’s practical and helpful 8-step process, many organisations still struggle with common challenges that can undermine success.
Rather than focusing on best-practice models that are widely available and easy to access, this article highlights some of the frequent pitfalls we have observed in organisations implementing change and how to avoid them.
1. Communicating Change Effectively
For planned change to succeed, leaders must communicate a clear and compelling vision, explaining why the change is necessary, how it will affect employees, and what is expected of them. However, even the most well-structured communication plans can fail if they are not executed thoughtfully.
One common mistake in organisations is overwhelming employees with too much information at the beginning, only for communication to taper off over time. Change can be stressful and when employees are stressed their ability to process information is reduced by 80%. Employees need time to process and understand what is happening. Therefore, a steady stream of targeted, digestible updates throughout the change process is far more effective.
Another frequent misstep is inconsistent communication across different groups. In one organisation we worked with, employees at headquarters inadvertently received information informally before their colleagues located at manufacturing sites, simply because they shared a building with leadership. The impact was that employees at the manufacturing sites felt they had been deliberately excluded. This created distrust and disengagement. Conversely, an example of good practice was when another manufacturing company carefully planned communications to ensure that both day and night shift workers received updates simultaneously, in this way preventing second-hand distortions while fostering inclusion.
Also, some leaders do not see the change communication as a two-way process. Leaders who fail to listen to employees risk missing critical feedback that could enhance the change plan. Engaging employees throughout the process helps identify resistance, address barriers, build buy-in and ensure the right support is in place.
2. Identifying and Addressing Resistance to Change
Resistance to change is natural. Neuroscience suggests it may be a deep-rooted threat response designed to keep us safe. However, resistance is not necessarily negative – it can signal that aspects of the change initiative require rethinking.
Effective leaders recognise that resistance often stems from valuable concerns. Unfortunately, some leaders interpret well-intentioned feedback as a threat rather than an opportunity to refine their change plan. Dismissing concerns can damage morale, weaken commitment, and increase resistance.
In organisations where upward communication is poor, employees may hesitate to voice critical feedback, depriving decision-makers of essential insights. This not only undermines decision quality but also leaves employees feeling undervalued and disempowered. Encouraging and acting on feedback strengthens both the change process and employee engagement.
3. Aligning Leadership Styles and Behaviours with the Change Vision
Change cannot succeed if leadership behaviours are in opposition to the intended transformation. In one company we worked with, the new CEO’s vision was to create a more innovative, agile organisation. However, many leaders maintained a rigid, command-and-control style that stifled creativity and disempowered employees. Before meaningful change could take place, leaders had to be coached and supported to align their style and behaviours with the new vision.
Leaders play a crucial role in modelling the behaviours necessary for change. If they do not exemplify the principles they wish to instil, or fail to create the right environment and conditions, employees will struggle to implement the changes.
4. Identifying and Removing Barriers to Change Implementation
Even when employees understand and support a change initiative, they often face structural or procedural obstacles that prevent successful implementation.
For example, one organisation aimed to enhance customer focus by improving response times and service quality. However, its multi-layered organisational structure, centralised decision-making, siloed departments and lack of a common CRM system worked against this goal. Despite leadership’s desire for more collaboration, faster decision-making and enhanced service quality and responsiveness, the organisational framework made these changes difficult to implement.
Recognising and proactively addressing these systemic barriers is critical to ensuring that employees are equipped to carry out the change. Without the right structure, processes, tools and training even the best change strategies will struggle to gain traction.
Change is not just about strategies and processes – it is about people. Organisational change only happens when the individuals themselves succeed in changing. Organisations that prioritise effective communication, embrace feedback, align leadership behaviours, and remove barriers will significantly improve their chances of success. By addressing these common challenges, leaders can create an environment where individuals are empowered to drive sustainable change.
At Pave the Way, we use our deep understanding of people and how organisations work to help leaders navigate the complexities of change with confidence. We partner with organisations to design and implement change strategies that not only focus on processes but also engage employees, align leadership behaviours, and remove barriers to success. Our approach is grounded in practical experience, ensuring that change is not just well-planned but also embraced and sustained. Whether you are preparing for a transformation, addressing resistance, or refining your leadership’s impact, we provide the insights, tools, and support to pave the way for meaningful, lasting change.
