Why 70% of Change Initiatives Fail—and How You Can Beat the Odds
On an episode of The Undefined Leader podcast, we got very curious about change management. Research suggests that 70% of organizational change initiatives fail, leaving leaders burned out and employees rolling their eyes at yet another “restructuring” or “transformation.” In this conversation in the episode “Why Does 70% of Change Initiatives Fail”, we dig into why so many transformations fizzle out and how leaders can create an environment that supports real, lasting change.
1. The Surprising Reality: People Don’t Actually Fear Change
It’s a common assumption: “Employees hate change.” But as Derrek points out, humans constantly want changes in their personal lives—like losing weight, buying a new car, or switching careers. What they truly dislike isn’t change itself; it’s the perceived loss or pain that comes with it. For example:
Loss of Status – “Does this new process diminish my role or expertise?”
Increased Workload or Complexity – “I’m already busy; how will I handle this new initiative?”
Uncertain Outcomes – “Is this really going to benefit me—or just make my life harder?”
When leaders dismiss these emotional factors—assuming a logical “value proposition” alone will suffice—they miss the deeper reason teams resist change.
2. The 7-Stage Emotional Journey of Change (Kubler-Ross Curve)
Originally adapted from studies on grief, the Kubler-Ross Change Curve outlines common emotional stages people go through when a major shift happens:
Shock – “Wait, what? I had no idea this was coming.”
Denial – “This won’t really affect me… They’ll probably scrap it anyway.”
Anger/Frustration – “Who thought this was a good idea? This is ridiculous.”
Depression – “What’s the point? Nothing’s going to get better.”
Experimentation – “Okay…maybe I’ll try it out.”
Attitude Shift – “Hmm, maybe it’s not so bad.”
Integration – “This is just how we do things now.”
It’s critical for leaders to expect these phases and plan accordingly so you don’t bail at the first signs of friction.
3. Common Reasons 70% of Change Initiatives Fail
Top-Down, Command-and-Control
Employees find out after the decision. There’s no sense of co-creation or even context.
Result? Initial shock and immediate resistance.
Low Trust & Zero Track Record
If previous initiatives fizzled, morale plummets (“Here we go again…”).
People suspect this is just another “flavor of the month.”
Lack of Emotional Acknowledgment
Leaders focus on logic (“Here’s how it benefits the company.”) and ignore feelings (“But how does this impact me?”).
If employees feel fear or loss isn’t being addressed, they stay stuck in denial or anger.
Shifting Priorities
Nothing kills engagement like urgent “new” changes overshadowing the one you’re still implementing.
Over time, employees learn to ignore each wave of “big changes” because they rarely stick.
4. How Successful Leaders Approach Change
Address Emotions from the Start
Before diving into “the what” or “the how,” acknowledge “the why this might be tough.”
Share realistic timelines and openly discuss likely challenges. This diffuses shock and denial early on.
Involve People Early (When Possible)
If the decision can’t be co-created, at least gather input on how to implement.
Even in large organizations, share context or potential scenarios before anything becomes final so it’s less of a surprise.
Communicate with Empathy & Consistency
Map out each person’s potential position on the change curve. A person in “anger” needs different support than someone who’s experimenting.
Hold regular check-ins. Ask open-ended questions about what roadblocks they’re facing and how they feel about the process.
Acknowledge Obstacles (Don’t Over-Sell)
Don’t pitch your initiative like a no-fail miracle. People see through that.
Be candid about the costs, complexities, and potential risks. Realism fosters credibility and trust.
Provide Resources & Ongoing Support
Think “support group” – not just a one-time training.
Offer coaching, time to adapt, or adjusted workloads. If the new project is massive, ensure bandwidth is actually freed up.
5. Reconciling Logic vs. Emotion in Change
Logic might win you initial credibility: “Yes, the numbers make sense.”
Emotion is what sustains momentum through the messy middle: “Okay, I trust you, and I see my place in this future.”
Avoid leaning solely on spreadsheets and strategy decks. Acknowledge the personal impact—because change is loss (loss of routines, comfort, or identity). The more you empathize with what’s at stake for each individual, the smoother the transition.
Key Takeaways
It’s not the ‘What’—It’s the ‘Why and How.’ People rarely oppose change outright. They resist being changed without involvement or clear purpose.
Expect the Emotional Roller Coaster. The Kubler-Ross change curve is normal. Don’t bail when employees hit anger or depression phases. That’s part of the journey.
Co-Create or At Least Pre-Communicate. No one likes a sudden “This is happening tomorrow” surprise.
Stay Engaged Past the Launch. Change isn’t a single meeting. Provide consistent coaching, check-ins, and resources, or employees may revert to old ways out of frustration or fatigue.
Next Steps: Tying It All Together
Name the Elephant: In your next team meeting, label the change curve. Help people recognize shock, denial, anger, etc. so they see these reactions as normal, not reasons to sabotage the initiative.
Give Space for Emotions: Encourage employees to voice concerns without judgment. Ask them, “What do you fear losing?” or “Which parts of your work are you worried will get harder?”
Plan for the Long Haul: Don’t just plan the launch date—plan the support strategy for each stage of the curve. This is where real leadership replaces short-term management.
Remember: Good ideas still fail if the people behind them don’t feel heard, prepared, and supported. If you master that emotional side, you’ll beat the odds—and perhaps even enjoy the ride.
