Why Change Management Fails: 5 Common Pitfalls and How to Avoid Them

Let’s be real: change is hard.

Not because people are stubborn or the change is a bad idea—but because humans are wired to stick with what they know. According to McKinsey, a whopping 70% of change initiatives fail. Not exactly inspiring odds.

But here’s the good news: most change doesn’t fail because of the change itself. It fails because of how it's handled.

Think: confusing communication, reluctant leaders, and support that vanishes after Go-Live like a magician at a kids’ party.

So, if you're gearing up for a big change (or wondering why the last one didn’t land), here are five common pitfalls—and how to avoid them like the change management rockstar we know you can be.

Leadership Isn’t On Board (Or They're Sending Mixed Signals)

The Problem: Employees are watching leadership like hawks. If leaders are giving off “meh” vibes or contradicting each other, people notice. ("Wait, didn’t the CFO just say we weren’t doing that anymore?")

The Fix:

• Get leaders aligned before launch day.

• Arm them with clear, consistent talking points (bonus points for sounding human).

• Most importantly: have them walk the talk. If your VP says the new process is a priority but keeps using the old system… well, guess what everyone else will do?

Example: If your managers still print everything despite “going paperless,” you’re not running a digital transformation—you’re running a very quiet rebellion.

Employees Don’t See the “Why”

The Problem: Announcing change with “Here’s what we’re doing—good luck!” isn’t a strategy. It’s a warning label. If people don’t know why change is happening, they’ll either resist it or ignore it entirely.

The Fix:

• Show what’s in it for them. Will it save time? Reduce pain points? Help them hit goals faster?

• Tell real stories. “We’re changing software because last month, our team spent 40 hours fixing manual errors.” That’s way more compelling than a vague “efficiency improvement.”

• Involve people early. Ask questions. Get input. Make them co-creators, not just bystanders.

Example: Changing your expense software? Don’t just say, “We’re moving to X platform.” Say, “We’re switching because people were spending more time uploading receipts than doing their actual jobs.”

Communication Is Sporadic (or Just... Not Great)

The Problem: If your whole communication strategy is one launch email and a Slack message, you’re not communicating—you’re broadcasting. And employees will fill in the blanks with gossip, guesses, or memes.

The Fix:

• Build a real communication plan—from pre-launch to long after Go-Live.

• Use multiple formats: emails, FAQs, town halls, one-pagers, manager toolkits, memes (okay, optional).

• Make it a dialogue, not a monologue. Create space for feedback and questions.

Example: You wouldn’t introduce a new dress code by just putting up a poster. Same goes for change—people need the “what,” “why,” and a chance to say, “Wait... we’re allowed to wear jeans now?!”

No One Invests in Training or Support

The Problem: Handing someone a new tool without training is like tossing them car keys and saying, “You’ll figure it out on the highway.”

The Fix:

• Provide hands-on, relevant training—especially focused on what people need to do differently.

• Offer support after launch: quick-reference guides, live Q&As, “ask me anything” drop-ins.

• Identify change champions—internal advocates who can cheerlead and troubleshoot along the way.

Example: Don’t just do a one-hour training on a new system and disappear. Follow up with, “Here’s what we’ve heard so far,” “5 quick tips,” or even a “Hey, you’re doing great” shoutout.

The Change Ends at “Go-Live”

The Problem: Treating change like a one-time event is the fastest way to make it short-lived. Without reinforcement, old habits sneak back in like raccoons in your compost bin.

The Fix:

• Reinforce. Reinforce. Reinforce.

• Celebrate small wins and highlight success stories ("Hey, Finance reduced reporting time by 40%!").

• Measure progress and adapt—change doesn’t end; it evolves.

Example: Your new process is live. Great! Now what? Follow up with: “Here’s how it’s working,” “Here’s what we’re tweaking,” and “Here’s who’s rocking it.” Keep the momentum alive.

Final Thoughts: Make Change Stick with Strategic Change Management

Change management isn’t about pushing people through a new system or structure—it’s about guiding them through the messy middle with clarity, compassion, and a little planning.

Tackle these pitfalls head-on, and you’ll go from “another failed initiative” to “best decision we ever made.”

Thinking about a major change? Let’s talk about how to get it right.