Nieuws

Probably not the kindest blog title, but it is true, isn’t it? Still, we’ve often noticed a couple of (sometimes slightly awkward) seconds of silence when we ask leaders at the companies we work with: If people watched only your behavior, would they understand what needs to change?

It’s a powerful question, as it invites reflection on whether you are really leading by example, which is widely acknowledged as good leadership behavior. For a change manager, this question is often a starting point for discussing some common pitfalls in leading change. We’ve summarized three key behaviors that make a difference. They are not new. They are broadly accepted. But they are too often overlooked in day-to-day reality.

 1. Communicate until it’s boring to you and clear to others

We’ve seen leaders sign off on a communication plan at the start of a transformation program, only to start questioning every proposed communication after three months.

“Clearly everybody is aware now.”

“We can’t keep repeating ourselves.”

“I feel we are already communicating a lot about this program.”

It’s easy to forget that understanding lags far behind communication. The key to success? Don’t just repeat what needs to change, but consistently explain why it matters, what success will look like in practice, and which behaviors are no longer acceptable. And last but not least, talk to people in every corner of the organization (preferably at the coffee machine) and check what people have understood — not just what was said.

2. Acknowledge where the change will hurt – it’s personal for employees

Senior leaders who have built the business case for a transformation know why it matters, how it supports the strategic ambitions of the company, and what the return should be. They care about the impact on stakeholders, but they sometimes overlook the importance of explicitly acknowledging that impact.

For employees, the impact is personal: they need to let go of routines, may lose confidence, and may experience inefficiency at first.

Adoption accelerates when people feel heard, not when they feel rushed. People readiness is often on the criteria list before the go-live of a transformation, but there’s more to people readiness than a simple checklist that includes “all employees trained” or “all communications briefed in team meetings.”

Take the time to listen closely to team leaders and change ambassadors. They are your true change antennas. And if needed, dare to pace the change at the speed your organization is capable of absorbing — or invest in additional resources in time.

As change managers, we often flag capacity risks long before they become visible problems. We know the transition period brings extra workload. Yet requests for temporary support are frequently dismissed as “not feasible” for budget reasons. Ironically, the cost of people burning out or dropping out due to overload is far higher.

3. Stay visible when the change is no longer new

Don’t show up only for kick-off sessions and go-live drinks. Have a tangible plan with clear milestones for where and how you will show up after go-live.

Which platforms will you attend?

Which communications will you send out personally?

How will you address old habits when you see them reappear?

Who will you check in with after three and six months, when attention has shifted to the next priority?

Don’t rely on intentions alone. Mark these milestones in your calendar and/or allow your change manager to remind you of these activities (asking for a friend ?).

Lead the change before you ask others to

In the end, it all boils down to consistency. And with Blue Monday already a week behind us, we all know how easy it is to let go of good intentions. But in change, the following adagio never grows old: “As a leader, you are what you tolerate.”

Every decision — and non-decision — teaches people how serious you are about a change.

Interested in discussing leadership and other change pitfalls? Let’s meet for a walk (yes, there is an intention I plan to stick to) or a coffee.