Most Change Initiatives Fail — Here’s How To Beat The Odds

From employee resistance to a lack of leadership role-modeling, there are myriad reasons why 70% of all change initiatives fail. Overcoming these odds to transform your business is possible, however, with the right approach. Through two decades of guiding companies toward a more innovative culture, my teams and I have identified a simple formula for successful organizational change.

It starts with acknowledging that when change is mandated, the majority of your employees won’t embrace it. People are understandably suspicious of new initiatives because most change programs rarely outlast the leader who manifested them. In my experience, employees will more willingly adapt to workplace change when they have a seat in the room where the changes are being planned. Take the following pro tips into consideration as you map out your path to transformation.

1. By employees, for employees. Every campaign for change must be led by your people — not forced on them from outside or above. To this end, it’s crucial that employees are invited to develop solutions to the issues on the table. Employees have deep expertise in their area of your business, and leadership should acknowledge this by listening to their ideas, not blindly prescribing remedies. Identify the strongest influencers within the employee ranks and make sure you hear their grievances — and incorporate their ideas for solutions. With their support, the changes have a stronger chance of acceptance across the organization.

2. Small changes = big impact. Mundane tasks or processes are often a source of frustration for employees, so I recommend quietly starting your crusade in those areas. Identify the most common pain points by gathering anonymous answers to a question like “what one change would instantly improve your workday?” Acting swiftly on their top three items sends the message that change is possible. It’s also tangible proof that change initiatives can have a positive, personal impact on their day — instead of just adding more to their to-do list.

3. Evolve and adjust. During the transition toward change, you’ll learn things about your colleagues, employees and yourself. Not all of it will be pleasant but stay committed to incorporating your new knowledge in real time and adjust as needed. Trial and error are key to determining what works, along with seeking out the expertise and feedback of your teams, clients and partners. Even when there’s an inevitable misstep, just acknowledge it quickly and avoid a repeat performance.

Keep in mind that change can stir up people’s fears and trigger corporate gossip or political jockeying. Get ahead of it with a communications plan that includes consistent talking points for everyone in a leadership position. Additionally, provide a direct channel between employees and the C-suite, where anonymous questions can be answered and shared across the organization with the aim of transparency.

I’ve also seen change programs fail when they’re unrealistic or unclear about what they’re trying to achieve. Be specific in communicating what you want to change and why — but bring your employees into the conversation about how to make the change. By listening to their solutions and swiftly acting on several of them, you’ll clear the first hurdle of winning hearts and minds across your business.