Whether it’s rolling out a new technology, restructuring a department, or reimagining how teams work, leaders are expected to implement change—and get results. Yet, despite the best intentions, most change efforts don’t stick.
Studies have shown that 60–70% of organizational change initiatives fall short of their intended goals. So why do so many well-planned initiatives fail to drive real, lasting improvement?
If you’ve launched a change effort that didn’t deliver the results you hoped for, you’re not alone—and you’re not necessarily doing the wrong things. But you may be missing the root causes that hold change back.
Let’s explore three of the most common mistakes leaders make when trying to drive change—and how you can avoid them.
Mistake #1: Focusing on “The Thing,” Not the Behaviors
It’s tempting to assume that the right tool, platform, or structure will solve a performance problem. New systems, dashboards, org charts, and training programs all seem like obvious answers.
But change doesn’t happen because the right “thing” is introduced. It happens because the right behaviors are adopted—and sustained.
As Jeff Chan, a change management expert and CPED instructor, puts it, “The technology you use is merely a tool to enable and support the existing process. First, you need to address the –ings (leading, communicating, ect.).”
What does that mean? It means addressing behaviors in leading and communicating. It means defining roles and selecting the right talent.
Too often, leaders jump to a solution before diagnosing the real issue. Is the team’s performance challenge really due to the CRM? Or is it a lack of role clarity, accountability, or skill development?
The fix: Before implementing a change, identify the behavior changes that will lead to your desired outcomes—and focus your strategy there first.
Mistake #2: Leaving Managers Unprepared and Unequipped
Frontline managers are often the unsung heroes—or unintentional saboteurs—of organizational change. If managers aren’t brought into the process early and equipped with tools to lead their teams through change, the initiative is likely to stall.
Steve King, interim executive director for CPED and long-time CPED instructor, outlines four essential roles managers must play during change:
Proxy – Representing leadership and owning the change
Communicator – Explaining the change clearly and repeatedly
Coach – Supporting employees through the transition
Advocate – Identifying what’s not working and recommending improvements
When managers are left out of the process, they may default to compliance without commitment—or worse, unintentionally resist the change.
The fix: Engage managers early and clearly define their role in driving the change forward. Support them with coaching, communication tools, and regular check-ins.
Mistake #3: Celebrating Too Soon
It’s natural to feel a sense of relief once a change goes live. The new structure is in place. The technology is launched. The training is complete.
But that’s not the end of the change—that’s the beginning.
Many leaders turn their focus to the next initiative just as employees are starting to adapt. When this happens, the organization tends to snap back to the old way of working, like a rubber band returning to its original shape.
The fix: Sustain leadership engagement beyond launch. Keep reinforcing the behaviors that drive improvement. Celebrate progress. Monitor what’s working and adjust as needed.
Chan emphasizes that real change requires leaders to:
- Focus on new behaviors that align with goals and lead to desired outcomes
- Monitor the change on an ongoing basis and adjust when needed
- Actively engage and demonstrate visible leadership presence that reinforces priorities
Lasting Change Starts with Awareness
If your change efforts haven’t produced the results you hoped for, you’re not alone—and you’re not stuck. The first step is recognizing where things may have gone off track.
Avoiding these three common mistakes won’t guarantee success, but it will dramatically improve your odds.
Real, lasting change isn’t about checking boxes or launching new tools—it’s about shifting behaviors, equipping managers, and sustaining momentum long after the kickoff.
If you’re ready to take the next step toward leading more effective change, explore the Change Management program. You’ll gain practical frameworks and tools to engage your people, avoid common pitfalls, and lead change that sticks.