7 mistakes leaders make in the change management process
The change management process is supposed to guide organizations through transitions — but in reality, most efforts fall apart before they deliver results. Why? Not because the process is unclear, but because leaders make predictable mistakes that derail trust, morale and progress.
We’ve seen these mistakes again and again in our work. Here are the seven most common — and how to avoid them.
Mistake #1: Treating the change management process like a checklist
The problem: Too often, leaders think they can move neatly from “step 1” to “step 10.” But real life is messy, not linear. Employees process change differently, and unexpected challenges pop up along the way.
The fix: Stay flexible. Adjust the steps in the change management process based on employee input. Adaptability builds trust. And even if you take a wrong turn, your team will appreciate that you were willing to pivot in the first place.
Mistake #2: Overlooking communication
The problem: Sending an email blast is not effective communication. At least, not on its own. Employees need clarity, consistency and space to respond.
The fix: Step up your communication in change management. Use multiple channels, repeat your messages (not everyone sees it the first time) and encourage two-way dialogue.
Mistake #3: Expecting leaders to be passive cheerleaders
The problem: Employees watch their leaders closely. If executives stay silent or delegate communication to HR or IT, trust suffers.
The fix: Leadership in change management has to be visible, vocal and authentic. Show up in person, answer questions and model the behavior you’re asking for. And if you really want to get ahead of the game, learn 8 reasons employees resist change and be proactive about preventing them.
Mistake #4: Ignoring culture and readiness
The problem: You can’t bolt change onto a culture that isn’t ready. If your employees are already stretched thin, even the best strategy will fail.
The fix: Assess culture and readiness upfront as part of your organizational change management process. Meet people where they are, not where you wish they were. For example:
Burned out? Lighten workloads and show leadership support first.
Low trust? Start small, be transparent, prove it.
Skeptical staff? Let trusted peers lead the way.
Mistake #5: Prioritizing speed over sustainability
The problem: Leaders love “quick wins.” But sometimes, they just aren’t possible. If you push change too fast without building buy-in, adoption collapses as soon as leadership looks the other way.
The fix: Take change at a pace people can sustain. True progress comes from trust, not shortcuts. Think of it like training for a new job: When everything is thrown at you at once, you absorb nothing. When it’s presented one piece at a time, you learn something new every day and retain it long-term.
Mistake #6: Forgetting to measure and adjust
The problem: Change isn’t “set it and forget it.” Without measurement, problems fester unnoticed until it’s too late.
The fix: Commit to sustainable change management by collecting feedback, tracking adoption and making course corrections as you go. At the end of the day, no change initiative will survive if your people aren’t invested. Here’s how to get better employee feedback along the way.
Mistake #7: Copying a framework without context
The problem: Leaders copy-paste models like Prosci or Kotter, hoping a proven formula will solve their problems. But a change management framework without context doesn’t deliver results.
The fix: Adapt frameworks to your people and your goals. Don’t mistake a template for a change management plan. Consider things like:
Your culture. Are people risk-averse or eager to experiment?
Your resources. Do you have dedicated change leads, or will leaders juggle this on top of their day jobs?
Your history. Have past initiatives built trust, or left scars?
Your urgency. Is this a steady shift or a burning platform?
Stop chasing steps. Start leading people.
Avoiding these mistakes makes the change management process more impactful and sustainable. Change isn’t about checklists — it’s about people, communication and trust.
And here’s a little extra credit: If you want to step up your communication approach — not just your process — then start treating internal comms like a marketing campaign.
