The 5 Worst Mistakes Leaders Make During Major Change—and How to Avoid Them

Change is an inevitable part of running a business. Whether it’s implementing a new technology, launching a service line, restructuring teams, or shifting the strategic direction, change is the engine of growth. But while the intentions behind change are often good, the execution is where things go wrong.

When change efforts fail—and studies suggest around 70% of them do—it’s rarely due to bad strategy. More often, it’s due to leadership missteps that erode trust, lower morale, and create chaos instead of progress.

Here are the five most common (and costly) mistakes leaders make when implementing change—and how to avoid them.

1. Announcing the Change Without a Clear “Why”

The biggest mistake leaders make is assuming people will get on board just because the change makes logical sense.

In reality, people don’t resist change—they resist uncertainty and loss. If you announce a major shift without explaining the deeper reason behind it, your team will fill the void with fear and speculation.

Fix it: Start with why. Explain the business context, the threats or opportunities driving the change, and what’s at stake if you do nothing. Be transparent—even if the story is hard to hear. When people understand the “why,” they’re far more likely to engage with the “what” and the “how.”

2. Underestimating the Emotional Impact

Change isn’t just technical—it’s personal. Leaders often focus on timelines, budgets, and systems, forgetting that change upends people’s routines, roles, and sense of security.

Ignoring the emotional component leads to resistance, disengagement, and even burnout.

Fix it: Acknowledge the emotional toll. Make space for frustration, fear, and uncertainty. Encourage managers to check in with their teams regularly and normalize conversations about stress and adaptation. Empathy isn’t a soft skill—it’s a critical change management tool.

3. Failing to Involve the Right People Early

Too often, leaders plan change initiatives behind closed doors, then spring them on staff fully baked. This top-down approach not only alienates employees—it robs you of valuable insight.

The people closest to the work often have the best ideas on how to make change stick.

Fix it: Involve key stakeholders early—especially those affected by the change. Invite their input into the design and rollout. This creates buy-in, uncovers blind spots, and turns potential resisters into change champions.

4. Changing Processes Without Changing Behaviors

It’s one thing to implement a new system or workflow. It’s another to shift the mindsets and behaviors that make those changes successful. Leaders often assume that if they roll out a new tool or process, people will automatically adapt.

But without support, old habits will persist, and the change will stall.

Fix it: Invest in behavior change. Provide training, coaching, and role modeling. Reinforce new expectations through feedback, recognition, and accountability. Changing a process is easy—changing people’s habits takes intention and consistency.

5. Declaring Victory Too Soon

Leaders are often so eager to move on that they declare the change “complete” the moment the rollout ends. But just because you’ve implemented something doesn’t mean it’s working—or sticking.

Without follow-through, momentum fades. People drift back to the old way of doing things.

Fix it: Treat implementation as the beginning, not the end. Monitor adoption closely. Solicit feedback, track progress, and make adjustments. Celebrate early wins, but stay focused on long-term integration. Sustainable change requires sustained attention.

Final Thought: Change Is a Leadership Test

Change separates managers from leaders. It’s in these moments—when the ground shifts and uncertainty rises—that your team looks to you for direction, reassurance, and clarity.

Avoiding these five mistakes won’t make change easy. But it will make it more effective, more humane, and more sustainable.

Great leaders don’t just announce change—they lead it. They craft a compelling case for action, engage their people in the process, support them through the emotional terrain, and stay committed until the new way becomes the norm.

If you’re planning a major shift in your organization, ask yourself:

• Have I made the case for why this change matters?

• Am I listening as much as I’m telling?

• Who am I involving—and who have I overlooked?

• Am I investing in people, not just processes?

• And am I ready to stick with it after the launch?

Answering these questions might be the difference between another failed change effort—and a breakthrough transformation.