Organizational change projects can be like roller coasters, except instead of exhilarating loops and happy screaming riders, you often have project plans and stressed-out employees. It’s a thrilling and bumpy ride, to say the least! Leaders, you can make the ride more enjoyable and less full of non-fun screams. Don’t unintentionally sabotage your change projects.

Ways leaders can sabotage change projects and tips to avoid change leadership mishaps.

1. The Invisibility Cloak Effect:

Some leaders have a knack for disappearing right when change is happening. They go into hiding, leaving their employees feeling isolated and uncertain. To avoid this trap, be present and visible. And stay present and visible throughout the change. Show up at meetings, engage with your team, let them know you’re there to support them and take necessary actions. No vanishing acts allowed!

2. The Chameleon Syndrome:

Leaders with this condition change their minds more often than a chameleon changes colors. As a change leader, this is one of the most frustrating to deal with when supporting clients through change. One day, it’s a new strategy; the next, it’s a completely different direction. It’s confusing and frustrating, and the employees start feeling like they’re part of a never-ending game of “Guess What’s Next?” This kills engagement and momentum. To combat this, establish a clear vision and plan and stick to it. Provide consistent guidance to your team, and if you do need to change course, explain the reasons behind it and share the data that supports your decision. Your employees will thank you for your stability and consistency.

3. The Dictator Dilemma:

Ah, the classic leadership mistake of ruling with an iron fist. My way or no way. Some leaders think change can only be successful if it’s forced upon people from the top. They bark orders, expect blind obedience, and wonder why everyone’s morale has plummeted faster than a lead balloon. Collaboration and respect go a long way in making change stick. Remember, change is a team effort. Involve your employees, listen to their ideas, and empower them to take ownership and accountability. And leaders, do the same.

4. The Information Black Hole:

Picture a leader who hoards information like a squirrel hoards acorns. They keep everything to themselves, leaving their employees (or vendors) in the dark, desperately searching for breadcrumbs of knowledge. It’s like a mystery novel without a satisfying conclusion. Instead, be transparent and communicate openly. Share the why, the what, and the how of the change. Give your team the information they need to feel informed and involved. Like I say, tell your audiences what they need to hear, how they need to hear it, the way it needs to be heard.

5. The Micromanager Mayhem:

Nothing spells disaster quite like a leader who can’t resist the urge to micromanage every little detail of the change process. They hover over their employees like a helicopter parent, stifling engagement and driving everyone crazy. Trust your team to get the job done. Give them the info and tools needed to succeed. Delegate responsibilities, provide support, and let them shine. Remember, change is a chance for growth, both for the organization and your employees. Support, don’t micromanage.

A few tips for successful change leadership:

• Be a cheerleader: Change can be tough, so rally your team with enthusiasm and positive energy. Show them that you believe in the vision and that you’re in it together. This doesn’t mean slapping on a cape or practicing toxic positivity, however, it does mean remaining optimistic and supporting employees to see the positive outcomes of the change.

• Foster a culture of resilience: Change often comes with setbacks and challenges. Encourage your team to embrace failures as learning opportunities and to bounce back stronger. A culture of resilience and continuous learning is always a good way to go.

• Communicate, communicate, communicate: Did I mention communication? It’s essential! Keep your team informed at every step of the change process. Be open to feedback and create a safe space for dialogue. Utilize various communication channels, vehicles, and frequencies for different audiences.

• Celebrate milestones: Change takes time, so celebrate the small wins along the way. Acknowledge the progress your team has made and let them know their hard work is paying off.

• Lead by example: Be the change you want to see in your organization. Embrace the change yourself, demonstrate the behaviors you expect from others, and watch as your team follows suit. Talk the talk and walk the walk.

Remember, change doesn’t have to be a hair-raising, heart-stopping experience. With the right leadership approach and proper guidance and support, you can navigate the twists and turns of organizational change like a seasoned roller coaster rider. Although, you may need to take a few ibuprofen. Enjoy the ride!

About Scott Span, MSOD, CSM: is CEO at Tolero Solutions. As a people strategist, leadership coach, and change and transformation specialist, his work is focused on people. Through his consulting and training work he supports clients to survive and thrive through change and transition and create people-focused cultures and a great employee experience. Through his coaching work, he supports people willing to dig deeper to identify and overcome what’s holding them back, change behaviors, accelerate performance and achieve their goals.

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How Leaders Sabotage Their Organizational Change Projects (and How to Avoid Failure)