Change Management: 6 traps you need to know

The success of a change initiative depends heavily on the actions, words, and behaviors of leaders. However, the path to success is fraught with pitfalls that leaders are often unaware of or underestimate. Below are six common traps that can undermine change efforts:

Trap 1: The Illusion of the Hierarchical Cascade

Operating within the board of directors and executive committee, supported by internal analyst reports and hierarchical contacts, leaders may assume that everyone shares their level of information and analysis. This illusion leads them to believe their insights are self-evident and universally understood. After all, isn't the hierarchical cascade designed for this? The reality is that it often functions poorly. (Source)

Trap 2: Prioritizing Strategy Over Execution

Strategy is easy; execution is hard. Leaders focus on what should be done, sidelining what is actually feasible. This mindset prevents anticipation of stakeholders’ reactions. Execution is delegated to subordinates, who must define the procedures to implement decisions. These subordinates face far greater difficulties than their leaders did when making those decisions, encountering resistance, competing interests, and circumvention of rules.

Trap 3: Underestimating the Weight of Words

As a leader, your words carry immense weight. They are scrutinized and interpreted in ways you might not imagine. In conversations, your hierarchical authority transforms questions into challenges, prompting tactical responses. Similarly, if you do not carefully handle objections (valuable inputs that could broaden your perspective), you risk receiving low-value responses that lack depth or insight.

Trap 4: What’s the Problem?

Some leaders address a problem requiring change without pedagogically defining its scope or importance, assuming they are merely stating the obvious. However, the executive committee’s “reality” often differs from the reality experienced by the workforce. Employees may perceive the change as a blame game or an unjustified critique of their past practices. Without shared understanding, it becomes difficult to engage or motivate the team.

Trap 5: Data vs. Instinct

Making decisions based on instinct despite easy access to data reflects a failure to acknowledge personal biases. Leaders tend to see what they believe rather than believe what they see, leading to skewed decision-making processes.

Trap 6: The Vision

The so-called “vision” of the leader—the idea of a future known only to them, compelling others to follow—often remains vague. This vagueness stems from a desire to avoid divisions within the board or executive committee. The result? A general directive that relies on a kind of magical thinking for employee buy-in. Instead of fostering commitment, it often breeds skepticism and, in some cases, well-placed cynicism.

By recognizing these pitfalls, leaders can better navigate the complexities of change and increase their chances of success.