Five Ways to Fail The top reasons change management projects fall flat

Evolution is something that every single business experiences, so you might expect that there are a million reasons a change management project could fail. But we know that each project boils down to the same two facts: something is going to be different, and it's going to affect people working within that business. All of which means that when we analyse the projects which didn't have the intended outcome – where the change was ultimately reversed, where it was fiercely resisted, or where the timescale or budget spiralled out of control – there are a few causes which crop up alarmingly often. By being aware of some of the most common factors influencing failure, it doesn't guarantee that all change programmes will run without a hitch – but it can help you avoid the pitfalls that hundreds, if not thousands, of companies have fallen into before you.
1. Change fatigue sets in before change begins
They say a change is as good as a rest – but when that change becomes a constant, ominous presence in the workplace, being sprung upon teams with little notice or discussion, there's nothing rejuvenating about it. Most people understand the reasons why businesses need to evolve, especially during times of major economic uncertainty, but when leaders get into a cycle of consistently shifting the goal posts or asking people to adapt to new tech, systems or processes when they haven't even settled after the last change, that's where it becomes tiresome. People aren't resisting change, they're resisting being changed repeatedly – with 83% of those who'd identify as 'change fatigued' saying they simply haven't been provided with the tools or resources to help them cope with these constant shifts in direction. Not only do they become fed up (meaning they're more likely to look for other jobs, take their foot off the accelerator, and face wellbeing struggles), they also become cynical. The narrative changes from 'let's give this a go' to 'here we go again'. And how can leaders expect any sort of enthusiasm from employees who've been in the same position time after time: with bright shiny promises which never come to fruition, with the ground shifting under their feet, and with yet another opportunity for effective communication and engagement overlooked?

2. The messaging doesn't resonate
Acronyms, jargon, methodology terms and KPIs might look impressive on a boardroom presentation, but by and large people don't connect with leadership talk of metrics and milestones. Instead, it's the concepts of meaning and belonging they're listening out for – a story that directly links in their minds with their role, their
values, or their sense of purpose. And if the story doesn't align, well you might find your change management version of Martin Luther King Jr's 'I Have A Dream' speech is met with a sea of blank faces rather than enthusiasm and applause. Communicating with employees like they're real people rather than processing tools wanting to be fed analytical data isn't revolutionary. But it is important – otherwise change simply becomes something being imposed, not something being embraced.

3. Culture clashes with the change
Resistance to change may well be based on the theory of 'we've always done it this way'. If people can't see how the current processes are holding them – and the company – back from excelling, then why would they want to change? Especially in an established company with long-serving employees, leaders must be willing to put the work into supporting cultural change as well as evolving systems and technology. You can't install a new operating model into an old social fabric without restitching and reshaping that fabric – for example, trying to implement agile processes in a hierarchy-heavy culture creates friction, not because the model is wrong, but because the cultural glue doesn't hold it.

4. Invisible influencers are ignored
Ask a room of employees who they're influenced by at work, and it won't necessarily be those at the top of the food chain who they name. Often, those we trust at work become influential to us, regardless of their title or level of seniority. We listen to them, and when we're not sure we turn to them to provide us with a sense of direction. Ignoring the subtle network of peer influence means missing the real levers of acceptance – because all the work you're doing in the boardroom is then undermined by the chats teams have when their managers aren't around. Get your 'invisible influencers' on board and you'll suddenly find much less resistance among the wider staff population.

5. Fear outweighs clarity
When people don't understand how the change affects them – perhaps because managers have used jargon and metrics rather than straightforward briefings, perhaps because they haven't even been communicated with until the last minute – then their minds are more likely to jump to a place of fear and worry. Much like going to see a doctor is a preferable alternative to self-diagnosing your headache as a rare life-threatening disorder, clear and accurate messaging (delivered in a timely manner) from the people leading the change management project can help dispel any wild theories which otherwise might take hold and spread panic throughout the workforce. Catastrophising is actually an evolutionary survival mechanism, where the part of the brain responsible for emotions triggers a stress response to potential threats – like the unknown. Whilst this might have saved our ancestors from a bear or two, it's not as helpful to us when it causes Dave in IT to panic that the new technology being introduced will mean his role becomes redundant. Especially when he tells all his colleagues his fears, and you've suddenly got a whole department on guard against imaginary bears – when in reality if you'd just explained to them that the tech will actually support them not replace them, you could have avoided the entire situation in the first place. Silence, vague (or no) reassurance, or inadequate explanations breed suspicion, confusion and resistance.

When these five common reasons for project failure are assessed, it's clear there is a common thread – projects don't flop because change is a bad idea, or because new tools and systems don't work. Projects fail because leaders don't properly engage and communicate with the company's people. Ultimately, it's people who make the difference, so until they're front and centre of every change management project, we'll continue seeing companies fall into the traps of so many before them.