Change is hard. Even when organisations invest time, money, and effort into programmes designed to improve ways of working, engagement, or performance, the results often fall short.

In fact, research from Gallup shows that only about a third of major change initiatives actually achieve their goals… and it’s not because the ideas are bad!

Think about the last initiative you rolled out. Did old habits creep back after the initial excitement? Did enthusiasm fade? Did people follow the new ways of working inconsistently, or worse, quietly resist? This is the reality for most organisations, and it’s not a failure of leadership intelligence or strategy.

It’s a failure to manage the human side of change.

The truth is, lasting change doesn’t just come from telling people what to do. It comes from creating an environment where people:

understand the why behind the change
feel supported as they learn new behaviours
have clarity about the path forward
see how they personally contribute to the outcome

When those elements are missing, even the best laid plans will often stall.

3 most common reasons why change doesn’t stick

1. Quick Fixes Over Long-Term Commitment

Many change initiatives are treated as one-off events. A workshop here, a training session there, or a team-building day can feel productive at the time, but they rarely create lasting change. Real transformation comes from sustained effort and small, consistent steps over time. Leaders need to focus on embedding new behaviours into everyday work, not just ticking a box.

2. Lack of Clarity & Direction

Even highly motivated teams struggle when they aren’t clear on what’s expected or why the change matters. Without simple, actionable goals and consistent communication, people are left guessing. They often revert to familiar habits because the path forward isn’t clear. Providing a roadmap, setting achievable milestones, and reinforcing the purpose of the change helps teams act differently and stay on track.

3. Missing Buy-In Across the Organisation

Change can’t succeed if it’s only driven from the top. When only HR or leadership are pushing the initiative, momentum stalls. Everyone in the organisation needs to understand their role, see how their actions contribute, and feel part of the process. When people are included and engaged, change becomes a shared journey rather than a top-down directive.

3 practical tips to help change stick

1. Build the story, not just the plan

Change doesn’t stick when it’s just a checklist. People need to understand why it matters and how it connects to their work and their team.

Tell the story of the change: Why now? What problem are we solving? How does this benefit the team, the organisation, and the individuals themselves?
Use real examples: Show what the change looks like day-to-day. For example, instead of saying “we’re improving collaboration,” show a short case of a successful team working differently.
Connect to identity and purpose: People adopt behaviours more willingly when they see how it aligns with who they are or want to be at work.

Try this: Ask team members to summarise the change in one sentence in their own words. If they can’t, the story isn’t clear enough yet.

2. Celebrate small wins and progress

Big change can feel overwhelming. Momentum comes from small, visible wins that reinforce that the new way works.

Break it down into micro-goals: Identify small, measurable behaviours that show progress.
Celebrate often: Share stories, shout-outs, or quick wins in meetings, newsletters, or internal channels. Recognition keeps energy high.
Reflect on what’s working: After each milestone, pause and discuss what helped, what didn’t, and what could be improved.

Try this: Keep a “wins board” where the team adds any example of someone demonstrating the new behaviours. It keeps progress visible and motivating.

3. Check in regularly and listen actively

Even well-designed initiatives stall if leaders aren’t tuning into how people are actually experiencing the change.

Ask the right questions: Instead of “are you on board?” try “what’s feeling tricky?” or “what’s working for you so far?”
Spot resistance early: Look for signs of disengagement, confusion, or subtle pushback. These are signals to adjust the approach, not to blame people.
Create safe spaces for feedback: Focus on building psychological safety and encourage honest conversation without fear of judgment. Team workshops, 1:1s, or anonymous surveys can help.
Iterate and adjust: Change isn’t linear. Use feedback to tweak, clarify, and reinforce the behaviours you want to embed.

Try this: Map your team or organisation on a “change readiness curve” – who’s excited, who’s cautious, who’s resisting – and tailor your next steps accordingly.

Bonus tip: embed rituals and routines

Small, repeated rituals help change become the “new normal.”

Weekly check-ins on new behaviours
Quick retrospectives to reflect on progress
Celebrating behaviour adoption in team huddles
Embedding change into performance conversations

These rituals make the change part of the culture rather than a one-off initiative.

Key to Lasting Change

Successful change isn’t just about strategy or planning. It’s about creating the right environment for people to adopt new ways of working, supporting them with clarity, and sustaining effort over time. Leaders play a crucial role in modelling behaviours, keeping consistency, and providing the space and tools teams need to adapt.

If you want to understand how well your organisation is set up to embrace change, and identify areas to focus on, the Change-Ready Scorecard is a practical tool to help. It only takes a few minutes and you receive a personalised report highlighting strengths and gaps in your change readiness.

Try the Change-Ready Scorecard

Change is coming — and it doesn’t have to be messy.

If you or your team are navigating shifts (who isn’t?), you’ll want a sneak peek at our new Change Programmes. They focus on giving leaders and teams the practical tools, frameworks, and coaching to move through and make change stick.

Sign up to the waitlist below to get first access.

Why change often fails to stick in organisations… and what you can do about it