Leaders were ready to sail, too bad staff never left the dock

A course for change was charted, but leaders failed to win employee support and trust
By Edmond Mellina
|Canadian HR Reporter|Last Updated: 10/11/2004

How fast can an organization drive change? It depends on two factors: the nature of the change itself and the actions and attitudes of senior management.

The complexity of the required change, the level of urgency and the degree of change fatigue are all critical factors, but little can be done about them. It’s the second critical factor — senior management’s approach to change — that an organization can control.

The following real-life “horror story” underscores three major senior management pitfalls that considerably slow down and jeopardize any change effort.