📘 Wisdom Wednesday: The best systems are the ones people actually use

You can build the perfect process—but if your team isn’t trained, aligned, or bought in?
It’s just pretty paperwork.

🔧 Great operations = strong processes + human-centered leadership.

A commonly used framework in business change management is PPT: People, Process, Technology.

• Technology investments? They’re sexy. They promise instant gratification—something shiny, some widget or software that at the push of a button solves all your problems.
• Process? A little less sexy—but music to the ears of serious business folks and efficiency experts. Because we know everything is a process. Without documented, demonstrated outcomes… well, let’s just say it doesn’t play well in the boardroom. wha…wha…whaaa…

But I posit this:
👉 ALL of it fails when we lack a balanced focus on People, Process, AND Technology.

Too often, businesses assume people are naturally on board with change. “If you build it, they will come,” right?
Wrong.

Change management is trickier than that.
And despite all the meetings, all the strategy decks, all the dollars spent—change fails. Why?

💥 Because 66–70% of change initiatives fall flat.
Not because the strategy was bad, but because the people side was ignored.

Here are 10 reasons why employees resist change	But here’s how we counter those reasons
Fear of the unknown: People tend to prefer predictability. When change is introduced, especially without clear communication—it creates uncertainty and anxiety.	Share a clear vision: Hold town halls or team meetings that outline the why, what, and how of the change, so people aren’t left guessing.
Lack of understanding: If the purpose and benefits of the change aren’t communicated well, employees may not see the value, leading to skepticism or outright resistance.	Use relatable examples: Demonstrate how the change has worked in similar roles or companies, highlighting benefits in relatable ways.
Loss of control: Change can feel like something being done to employees rather than with them, leading to a sense of powerlessness.	Involve employees early: Create workgroups or feedback loops that give employees a voice in shaping the implementation of the change.
Workload concerns: Change often brings new responsibilities or processes. Employees might fear an increased workload, especially if they’re already stretched thin.	Manage capacity realistically: Provide temporary support, adjust deadlines, or scale back less-critical tasks to help teams absorb the change.  This one is critical for already stressed and stretched teams.
Job security fears: Automation, restructuring, or new technologies may trigger worries about job loss or redundancy.	Communicate job stability: Clearly communicate if roles will change—and how. If job security is stable, say so clearly and often.
Bad past experiences: If previous change initiatives failed or were poorly managed, employees may be jaded or mistrustful.	Learn from past failures: Acknowledge past failures and show how this time is different by sharing what’s being done better.
Disruption of habits: People are creatures of habit. Change requires breaking routines, which can be uncomfortable and stressful.	Offer hands-on training: Provide job aids, workshops, and one-on-one support to make new routines easier to adopt.
Lack of trust in leadership: If employees don’t believe leadership has their best interests in mind or lacks the competence to manage change, resistance increases.	Lead by example: Leaders should consistently model the behaviors and attitudes they expect from others—walk the talk.
Poor communication: Inadequate or unclear communication creates confusion, rumors, and speculation—fertile ground for resistance.	Communicate consistently & Often: Use multiple channels (email, intranet, team huddles) and keep messaging clear, consistent, and timely.
Cultural misalignment: If the change doesn’t align with the organization’s values or the team’s work culture, people may reject it on principle.	Align change with culture: Frame the change as an evolution that enhances the culture, not one that replaces it.

And here’s the 11th one, and it’s critical:
👉 Management must not just talk about change… they must EMBRACE it, EMIT it, and ENFORCE it.

Roll up your sleeves and join the crew—because your people are watching.
If you do the 1-minute kickoff speech (“we’re doing change management… it’s good, it’s great…”) and then walk out of the room?
👎🏽 Nothing else will matter.

Managers. Senior managers. Executives:
Walk the walk.
Talk the talk.
Be ready to lead by example.

And if you need help doing that—I’m here.
This is my jam.
Let’s make beautiful change together.

💬 Not sure where to start? Let’s do a quick intro call and spitball some ideas.

What’s your biggest challenge when implementing new workflows? Drop it in the comments 👇

#WisdomWednesday #LeadershipInBusiness #ChangeManagement #ProcessDesign #EfficiencyExpert #All2SConsulting