What Most Leaders Misunderstand about Organizational Change

When leaders think about change initiatives that haven't gone well, they often blame the wrong things. They say things like, "the strategy wasn't clear enough" or "the communication plan didn't land". Sometimes, they say the change management team missed a step, and that's why the change didn't stick. 

In my experience, the real reason change initiatives fail to take hold has far less to do with the strategy, plans, and execution than it does with the humans themselves. 

People just weren’t ready. 

Let me be clear: I don’t mean they didn’t intellectually understand the need for change. What I mean is that they weren't emotionally, mentally, or behaviorally ready for the shift - and this is what most leaders misunderstand about organizational change. 

A lack of readiness occurs when leaders approach change management like a checklist: build a plan, send the communication, deliver training. But change doesn't live in plans, it lives in people, and people need more than just information to change.  

At its core, change management is about readiness, and readiness is cultivated through relationships. It’s the work leaders do to connect, build trust, help people navigate uncertainty, and ensure they feel seen, heard, and cared for throughout the process. 

Most change efforts invest in strategy and process, but few invest in people. Organizational change requires both. That's why we developed The ART Model for Individual Change™, a simple but powerful framework that makes readiness practical. 

• Aware: People understand what’s changing and why it matters. They understand the rationale. 
• Ready: Their questions and concerns have been acknowledged and addressed. They feel seen, heard, and supported.   
• Trained: They have the confidence, knowledge, and skills to succeed in the new reality.

When leaders understand what it takes for people to process change emotionally, mentally, and behaviorally, they can do the human work required to create the ideal conditions for change. When leaders skip the human work, even the best-laid plans fall apart. 

So, if you’re a leader in the middle of a change (or preparing for one), I invite you to pause and ask: Are my people aware? Are they truly ready? Have we trained them so they feel equipped to succeed? If the answer is no, don’t worry. It’s never too late to build readiness. Sometimes it's the best place to start. 

Thanks for leading the complex and human work of change. We need more of you.

With appreciation,

Jessica Crow
Founder, Apogy