I spent most of my career in industry, first as an engineer, later as a manager and executive, and still later consulting. During this time I had the opportunity to introduce many changes in various organizations and had little trouble doing so. When I was invited into academe and asked to teach a course in Change Management, it looked like fun.
As I read materials on the subject, two things became clear: 1) there is a lot of information available about introducing change, which, compared with my personal experience, all seemed correct. And 2) most change initiatives fail to deliver the expected benefits—that’s 70 percent of the time!
That was the surprise!
The good news is that 30 percent of the time the initiatives succeed so some people do know how to lead.
So why the high failure rate?
Because people do not do what the experts teach.
But why don’t they?
I told you there are seven situations where leaders are not likely to use the tools that the experts recommend. Here are two leaders and their problems:
1. Leaders who are anxious about the success of the change they are introducing.
2. Leaders who are completely confident of the technology and issues involved.
This book will tell you the other five, explain why each of the seven may fail and, most importantly, what can be done about it.