- People leading the change think that announcing the change is the same as implementing it.
- People’s concerns with change are not surfaced and/or addressed.
- Those being asked to change are not involved with planning the change.
- There is no urgent or compelling reason to change. The business case is not communicated.
- A compelling vision that excites people about the future has not been developed and/or communicated.
- The change leadership team doesn’t include early adopters, resistors, or informal leaders.
- The change isn’t piloted so the organization doesn’t learn what’s needed to support the change.
- Organizational systems and other initiatives aren’t aligned with the change.
- Leaders lose focus and/or fail to prioritize, causing “death by a thousand initiatives.”
- People are not enabled and/or encouraged to build new skills.
- Those leading the change aren’t credible—they under communicate, give mixed messages, and do not model the behaviors the change requires.
- Progress is not measured and no one recognizes the changes that people have worked hard to make.
- People are not held accountable for implementing the change.
- People are leading the change fail to respect the power of the culture to kill the change.
- Possibilities and options are not explored before deciding on a specific change.
Source: The Ken Blanchard Companies Leading People Through Change
