In Leading at a Higher Level, Ken Blanchard details predictable reasons why change efforts typically fail.
- Evaluate this list (below) and identify the five that you feel are most common.
- Then come up with two ways we as leaders can prepare for or combat these challenges.
Blanchard’s reasons why change efforts typically fail:
- People leading the change think that announcing the change is the same as implementing it.
- Peoples concerns with change are not surfaced or addressed.
- Those being asked to change are not involved in planning the change.
- There is no compelling reason to change. The business case is not communicated.
- A compelling vision that excites people about the future has not been developed and communicated.
- The change leadership team does not include early adopters, resisters, or informal leaders.
- The change is not piloted, so the organization does not learn what is needed to support the change.
- Organizational systems and other initiatives are not aligned with the change.
- Leaders lose focus or fail to prioritize, causing death by 1,000 initiatives.
- People are not enabled or encouraged to build new skills.
- Those leading the change are not credible. They under communicate, give mixed messages, and do not model the behaviors the change requires.
- Progress is not measured, and/or no one recognizes the changes that people have worked hard to make.
- People are not held accountable for implementing the change.
- People leading the change fail to respect the power of the culture to kill the change.
- Possibilities and options are not explored before a specific change is selected.
