Successful completion of change initiatives is actually rare. Why? Because leaders assume good plans and end states and visuals and reports are change catalysts. They see everything in preparation except the faces that will be implementing that change.
I’ve been a change warrior for over twenty years, and in my experience here are ten reasons why people might resist change:
- Leaders present reports that fail to mention the importance of people.
- People are treated like widgets, and rarely mentioned or rewarded for their efforts.
- Leaders assume that creating shareholder value will drive everybody since it impacts their incentives.
- Leaders send out fifty-page PowerPoint decks and assume they will be read and followed.
- The last twenty-five changes that were implemented faded away within the year and were never mentioned again.
- Leaders assume that their middle-managers will support the change because they have to. They might follow the actions, but their non-verbal messages can be a different matter altogether.
- Emotions are not considered as “important,” and messages on change that should be dynamic instead put the guy hyped up on Redbull to sleep.
- The truth gets lost in happy corporate communications that promise a stronger company and better future. By the way, nobody believes these communications.
- The new change means more work at the same pay for most employees.
- Once the change is in place, all credit will go to high-level leaders and consultants. Those who missed their kid’s baseball game or gained ten pounds working extra hours or gave up lunch for a year will not be mentioned.
I know there are hundreds of other reasons that you, the reader, would add. I’d love to know your thoughts.
Question: What other reasons might rest in employees being skeptical about change?