Leading your organization through a successful transition is not simple.
 
However, the herculean task can be eased by learning lessons from what innumerable failures have to offer. Research provides crucial information and statistics on what works and, perhaps more importantly, what doesn’t through implementing change. This information coupled with the expertise of change management personnel can lead to the reduction of roadblocks in the change journey such as: 
 
1. Sponsorship
Many executives are unaware of their position in change management, the resources needed, or the change’s purpose. Thanks to this misperception, the organization’s communication, visibility, and transparency are all skewed. Dwindling support after go-live, a general lack of buy-in for the change, and occasional interaction are a number of extra challenges resulting from unsupportive executive sponsorship.
 
Poor sponsorship can restrict and postpone progress in the same way that excellent sponsorship can motivate and activate an organization. An absent or inactive sponsor is interpreted by employees as a sign of how insignificant or unimportant the effort is.
 
2. Misalignment
Communication is the key to creating awareness and alignment with company goals, and could also lead to confusion and misalignment lest it should be ineffective. 
 
Using preferred communicators is the first step toward effective communication during times of transition. Research shows that employees like to hear business-level messaging from the company's top executives while immediate supervisors are preferred to communicate personal messages about the change, such as replies to "What's in it for me?" (WIIFM) questions.  
 
3. Resistance 
The inability of impacted individuals and groups to comprehend the business reasons for a change is a major source of resistance.
 
Those showing little engagement and reluctance, often do so when they don't grasp the change, are afraid of the "unknown" or are extremely content with their current systems leading to little motivation to change.
 
Creating strong and sustainable buy-in starts by giving a compelling "Why" for the change upfront, for business and WIIFM reasons. 
 
4. Limited knowledge
Participants and sponsors often lack an understanding and expertise in change management. This makes obtaining the necessary resources and budget more challenging. 
 
When the value of change management is not understood, leadership and front-line managers are hesitant to allocate funding or manpower to a change management project. It is not an endeavour that can be done "on the side of a desk" or in one's own time. 
 
According to studies, there is a substantial link between successful resourcing for change management activities and meeting its goals. Change management must be resourced according to the scope and scale of the change in order to achieve successful acceptance and usage, reap the advantages of the change, and avoid the costs of not changing.
 
5. Resistant culture
Lower trust, engagement, and involvement within the organization are the outcomes of a history of failed changes, the prevalence of silos, and resistant behaviours. 
 
Individual objectives, disruptive thinking, and resistance to change are all encouraged by a culture filled with unhelpful attitudes and toxic politics. An organization's culture may generate resistance to change and change management due to the complexities of such factors. Successful change management is dependent on the context in which the change is taking place, in addition, to properly managing individual transitions. As part of an organized strategy to change management, it's also vital to manage opposition.
 
SUCCESS WITH ORGANIZATIONAL CHANGE
Remember that it is not a one-person journey. Understanding the most typical impediments that change practitioners experience will help you predict and avoid them as you embark on your path to change success.