Leading through change is one of the most important responsibilities a leader holds. It’s easy to misstep — but not inevitable.
Let’s look at some common mistakes leaders make during change processes, and how to course-correct quickly.
Everything at once
You launched too many or too large initiatives all at the same time — and on top of regular operations.
Naturally, resources didn’t stretch far enough. People got frustrated. And rightfully so.
How to fix it:
- Set clear goals for each change initiative.
- Prioritize which ones to start with.
- Clarify who will be involved and how much time they’re expected to dedicate.
- Then, scale down other tasks accordingly.
You can’t keep adding without subtracting. Overloading people damages both morale and outcomes.
Everyone (except the others)
You initiated change and drove the decision through the leadership team.
For you, the case was clear — long overdue, even. You knew where you were going and were eager to get started.
But others weren’t on the same page, simply because they hadn’t been on the same journey as you.
They’re behind you on the track and don’t see what you see. The less prepared they are, the more resistance you’ll encounter.
How to fix it:
- Involve your team early — ideally while the idea is still an idea.
- Keep them in the loop along the way.
- A great kick-off or project manual isn’t enough.
- People need progress updates, pep talks, and the sense of shared ownership throughout the change process.
Doing it alone
Maybe you made solid decisions at the start of your change journey.
But you underestimated the scope — and the resources required.
For some reason, you ended up carrying most of the new demands yourself.
Maybe you avoided asking for help to prevent tension in the team.
Regardless, this is a double mistake:
- You overburden yourself,
- And you undercut the team’s capacity to share in the change.
In the worst case, you burn out and make critical errors with major consequences.
How to fix it:
- Keep evaluating and re-evaluating who should be involved in the change effort.
- Be honest about the resources needed.
- Ask: Do we need more funding? Outside support?
- Or should we scale down our ambitions or extend the timeline?
It’s not enough to plan well. You have to move with a planning mindset.
Ask before, not after
No, we don’t want to strangle every good idea with a flood of questions.
But asking a few critical questions up front is far better than scrambling with damage control later.
Try questions like these:
- Is this change initiative necessary?
- Do we who are affected by the change share a common understanding of the current state and the need for change?
- Do we know where we want to go?
- Will this initiative actually improve our situation?
- Have we explored alternative approaches?
- Do we know who we need on board — and who we’re likely to face resistance from?
- Do we have the mandate and informal influence to lead this change to completion?
- Or do we need to deepen buy-in before we proceed?
Action causes reaction
Every change affects the energy and well-being of your team.
This unfolds in phases — and not everyone moves through them in sync.
Teams going through change often experience what’s called «the valley of change» — or even «the valley of despair.»
The leader’s job is to make sure the valley doesn’t get too deep or too wide.
With a strong grip on the principles and practice of change leadership, you can help your team cross this valley with less disruption.
Importantly, reactions to change aren’t always negative.
They can reflect insight, ownership, and engagement.
So as a leader: listen well — especially to your sharpest critics.
Their resistance might be valid.
They might see something you’ve overlooked.
Often, you can accommodate feedback and adjust without having to abandon the overall process.
Not listening to dissenting voices is rarely a sign of wise leadership.
Those voices tend to come back louder later — often with megaphones.
Choose your battles
Be a leader who stays positive by not fighting over every detail.
If you do choose to fight, let it be over major crossroads and strategic direction — not over small steps along the way.
People tend to align more easily around big goals than around all the steps to get there.
Leverage that.
Stability amid change
If you want your team to handle change, give them something stable to hold on to.
For example:
- A clear and consistent purpose,
- Familiar methods or technology,
- Shared mindsets and values,
- Or the people they get to work with through the change.
In other words: Create a mix of something new, something useful, and something familiar.
That’s what helps teams navigate change without losing their footing.
DREIESKIVA|Roald Kvam 
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