Common Management Errors (129-136)

Cxxix) Do not speak language understood by the organisation (rather than use change management jargon, speak the language understood by the organisation. For example, when working with a major Defence organization, they claim their greatest challenge was the ‘total process approach’. On further analysis, it was their word for communications. So the phrase ‘total process approach’, was used when we were talking about communications with this organisation)

Cxxxi) Don't share success stories (

“...Nothing is more persuasive than a well told story. Share compelling case studies - whether it's a leader who turned resistance into advocacy or initiative that exceeded expectations thanks to thoughtful communications and engagement. Stories stick, and they make change management feel real…”

Giya Bacalan, 2025

NB Get testimonials from effective change management initiatives)

Cxxxii) Don’t emphasizing the important metrics (in determining the impact of change, metrics like the speed of adoption, productivity gains, reduced staff turnover, extra revenue, reduced costs, etc.)

Cxxxiii) Don’t find ways to translate the human side of change into metrics (these metrics need to resonate with different stakeholders, ie making jobs easier, more productive, adding value, increasing customer satisfaction, etc.)

Cxxxiv) Don't highlight the risk of not changing (

“...Sometimes the strongest argument is a cautionary tale. So what happens when change management is overlooked; failed projects, costly delays, disengaged employees. The risks of neglecting change management often outweigh the cost of investing in it…”

Giya Bacalan, 2025)

Cxxxv) Change management objectives and goals are not aligned with organization’s objectives and goals.

Cxxxvi) Not demonstrating early wins (focus on achieving and showcasing quick, visible wins; as early successes provide proof of concept and build momentum for change.)