5 mistakes you might be making when leading change – and what to do instead
December 3, 2024
Right now, chances are, you’re leading some form of change.
Whether its substantial or small, how you lead yourself and others through change can pack a big punch when it comes to your team’s performance, culture and results.
Here are five common mistakes I see leaders make when it comes to leading change - and what to do instead:
Assuming basic facts will be obvious to everyone.
It might seem self-explanatory to you, but when there’s change, people’s amygdala (the fight/flight/freeze part of the brain) goes into overdrive, and people often can’t think like they normally would.
The antidote? You’ve heard that saying “to assume makes an ass out of you and me”? Apply that here. Identify and communicate basic facts that underpin the change and their connections, even if you think they appear obvious. It’s better to name these and risk stating the obvious than the reverse.
Presuming that everyone reacts to change the way you do.
Applying your response to change to everyone else is a common trap. You might think, “that change wouldn’t worry me, therefore why would it worry anyone else?” Big mistake. Biiiiig.
The antidote? We all respond to change differently. Some find it exciting or zip through the change response quickly. Others find change more challenging and need more time to work through what it might bring. Neither is the right or wrong response. But knowing how your team may respond (and that their response might be different to yours) is a good mental model to hold in your mind when you’re leading any kind of change.
Not communicating sound rationale for the change or, in communicating it, using technical jargon.
There are two parts to this mistake. The first is not being purposeful enough to explain the “why” of the change. The second is befuddling everyone with technical jargon or corporate lingo.
The antidote? Ditching corporate speak is always a good idea but it’s crucial when it comes to leading change. Be super clear about the reason why the change is happening – then use plain language to communicate it.
You’re inaccessible and nowhere to be found through the change process.
You hide behind closed doors. You don’t allow enough space for people to talk to you or ask questions about the change. Not only will this have a negative impact on your leadership brand, it can exacerbate potential negative impacts of the change process.
The antidote? Show up. Be visible. Be out front, available and present (figuratively and literally). Schedule more time than you think you need for this. Do as much listening as you do telling. The changes might be emotionally difficult for you, but you’re unlikely to be impacted as much as them, because those with positional power usually have more locus of control in these situations.
You charge ahead with the change before ensuring your team and the leaders you lead are aligned with, and able to articulate, the rationale to their people.
Middle management are key to any successful change programme. They are the glue that holds things together – like the jam in the sandwich. So although it may not be realistic for them all to agree with the change, you can make sure they understand the ‘what’ and ‘why’ of what’s changing and are equipped to do their part.
The antidote? Bring your team on the journey. Don’t start implementing the change until they’re aligned with the need and rationale. Give them time to ask questions, process their own response to what is changing, and understand the ‘why’ of it all. Just as importantly: equip them so they can explain all of the above to their people. They’ll often be the ones at the coalface that are asked questions of, rather than you.
The rate of change affecting organisations remains high, increasing by 183% over the last four years according to the Accenture 2024 Pulse of Change Index. Further data also suggests that, for the most part, we’re failing to implement change well. It appears that a high proportion of the problems we see around disengagement and ‘quiet quitting’ are directly related to the topic of change.
Change can be unsettling – whether it’s big or small. As a leader, you play a critical role in helping your team and others in the organisation to renegotiate expectations, orient behaviours and minimise the disruption caused by change.
A good start is to ensure you don’t fall prey to these common mistakes.
