Leading Change In Organizations: 7 Common Mistakes Leaders Make During Change
- Graeme Colville
- Aug 12
- 4 min read
Leading change in organizations is hard work. You are balancing the expectations of senior leaders, the needs of your team, and the pressure to deliver results. One wrong move can erode trust, slow momentum, or even derail the change entirely.
The good news? Most of the issues that trip leaders up are predictable. When you know what to look out for, you can avoid repeating the same mistakes that cost other leaders time, energy, and credibility.
This guide walks you through seven common mistakes leaders make during change and offers practical ways to avoid them.
Mistake 1: Avoiding Honest Conversations
When change is announced, some leaders hold back details until they “have the full story.” While the intent is to protect the team from confusion, the silence creates a vacuum. That vacuum gets filled with assumptions and rumors.
What to do instead
Share what you know now, even if it is incomplete
Be clear about what is still being decided
Set a date for the next update so your team knows when to expect more
Example: In one organization, managers waited weeks before explaining a restructuring plan. By then, the team had already formed their own version of events. It took months to rebuild trust.
Mistake 2: Overloading the Team with Information
During change, leaders often push out every new update, resource, and meeting invite in the hope that more information equals more clarity. It rarely works that way. Information overload can make people disengage.
What to do instead
Prioritize the key messages your team needs now
Space out non-urgent updates
Summarize the “so what” in every communication so the team understands why it matters to them
Tip: A single, clear update beats a flood of emails that get lost in the noise.
Mistake 3: Ignoring Emotional Reactions
Change leadership is not only about processes and timelines. It is about people. Leaders who focus only on the technical side of change - tasks, deadlines, checklists - miss the emotional undercurrent that drives real commitment.
What to do instead
Name the emotions you see in the room, whether it’s frustration, uncertainty, or relief
Give people space to share their reactions without fear of judgment
Offer specific support, like one-on-one check-ins, if someone is struggling
When people feel seen and understood, they are more willing to stay engaged even when the change is uncomfortable.
Mistake 4: Assuming Everyone Understands the “Why”
In team change management, the most common complaint from employees is “No one explained why this is happening.” Leaders often think the reason is obvious because they’ve heard it in leadership meetings. The team hasn’t.
What to do instead
Always link change actions back to the bigger purpose
Use clear, everyday language, not corporate jargon
Repeat the “why” often - it takes several times for it to stick
Example: In one department, leaders connected every project update to the company’s goal of improving customer response times. This simple habit reduced resistance because the team could see the link between their work and the end result.
Mistake 5: Treating Change as a One-Time Announcement
Leading change in organizations is not a single meeting or email. Change sticks when leaders treat it as an ongoing process, with repeated conversations and consistent follow-up.
What to do instead
Schedule regular check-ins to review progress and challenges
Keep change visible in team meetings and performance discussions
Adjust plans based on feedback and results
Change fatigue sets in when leaders treat it as “done” after launch. Keep it alive until it becomes the new normal.
Mistake 6: Trying to Do It All Alone
Some leaders try to carry the change themselves, thinking it shows strength. In reality, it isolates the team and limits their buy-in. People support what they help create.
What to do instead
Involve the team in problem-solving and decision-making where possible
Identify change champions within the group who can model the right behaviors
Ask for feedback early, before decisions are locked in
When people contribute, they are more likely to take ownership of the change.
Mistake 7: Skipping the “After” Stage
Once the change is officially in place, many leaders move on to the next priority. This leaves gaps where old habits can creep back in. The work isn’t over when the rollout ends.
What to do instead
Reinforce new behaviors in daily work
Celebrate wins, no matter how small
Keep measuring progress so the change doesn’t fade
This is where leaders help the team make change stick - and where real transformation happens.
Putting It All Together
Avoiding these mistakes is about more than just looking competent. It’s about building trust, reducing resistance, and helping your team adapt faster.
When you are leading change in organizations:
Talk early and often, even if you don’t have all the answers
Focus on clarity over volume
Address both the technical and emotional sides of change
Keep the “why” front and center
Make it a process, not a one-off announcement
Share the load with your team
Stay engaged long after the launch date
Activity: Self-Check for Leaders
Run through these questions before your next team update:
Have I explained why this change matters in plain language?
Have I been transparent about what I know and what I don’t?
Am I giving people space to respond emotionally?
Have I kept my communication clear and focused?
Am I involving the team in shaping the change?
Do I have a plan to keep reinforcing after the rollout?
If you answer “no” to any, that’s your next area to address.
Reflection: Leading Change In Organizations
Think about a change you have led in the past year.
Which of these mistakes showed up?
How did it affect your team’s engagement or performance?
What would you do differently now?
Write your thoughts down. Use them to shape your approach the next time change comes your way.
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