In my experience, many managers approach organisational change or business development initiatives as if they had only one opportunity to succeed. They enthusiastically launch their new idea, especially when they themselves created it, and concentrate their entire effort on making that initial launch successful.

Typically, they carefully explain their vision, motivations, and benefits to their peers and stakeholders, believing that this one clear communication will be enough for everyone to align, fully understand the idea, and take immediate action.

When I meet these managers in coaching sessions, they are usually very clear about their vision. Listening to them, you can almost feel the new reality they're aiming for: improved efficiency, stronger collaboration, and enhanced operational excellence that boosts their credibility. Yet, the conversation often quickly shifts from excitement to frustration because key stakeholders are not jumping on board as expected.

In many cases, the change idea itself is strong, and the timing seems right; the company even has the necessary resources available. However, the real issue lies in the readiness and willingness of the other managers involved. This scenario frequently occurs with managers who have recently been promoted to senior positions or with middle managers who are adjusting to new responsibilities. I have also seen it in companies whose organisational structure stayed flat even though they’ve grown dramatically over recent years.

When talking to these managers, I've noticed they often rely on some hidden assumptions that hold them back, without even realising it:

1. A single explanation ensures full alignment. Many managers assume that clearly explaining their vision once will naturally result in everyone understanding, agreeing, and taking ownership of it.

2. Executive approval automatically leads to successful implementation. They believe that obtaining approval from top executives guarantees that all other organisational levels will follow through effectively.

3. My team will automatically know how to implement the change. Managers often think that because the idea and vision are clear in their own minds, the team will naturally understand how to apply the new approach without additional guidance.

4. Front-line managers will be able to maintain momentum without other intervention from them. As such, managers expect that after communicating the change once, team leads will keep everyone engaged, informed, and on track without needing further support or follow-up from them.

5. Formal approval equals active support. Managers tend to think that stakeholders who agree formally in meetings will actively advocate and push the initiative forward, when in reality, many stakeholders might agree superficially but never actively support it.

6. Introducing new tools or processes automatically changes behaviour. They assume deploying a new system or workflow alone will be enough to shift employee habits, without providing adequate training, support, and continuous reinforcement.

Unfortunately, this is exactly how good ideas quickly lose momentum and fade away in many organisations. When operational teams are busy managing daily challenges and urgent issues, structured changes and new initiatives often get neglected. Without sustained attention, good ideas can vanish before they have a chance to take root.

I often observe initiatives launched with great enthusiasm that soon stall because managers haven't secured ongoing organisational support from their peers. Even if the CEO or a C-suite director initially gives the green light, these sponsors quickly notice that things aren't progressing, especially when different managers across the organisation might legitimately push back if the idea negatively impacts their teams or operations.

The one-shot approach simply doesn't work in management or business.

Sustainable organisational change is never achieved with a single effort. Instead, it involves several deliberate, incremental actions. Here are five key practices managers should consider incorporating into their change strategy:

Incremental experiments 

Try out new processes or tools first on a smaller scale within your organisation, collect feedback, make improvements, and then gradually roll them out more broadly.

Example: Rather than launching an entire ERP solution company-wide, the IT, accounting, and logistics managers first introduced just the inventory-management module in one warehouse. After testing it for six weeks, gathering user feedback, and fine-tuning the system, they expanded the improved version to all locations.

Ongoing sponsorship 

Regularly inform and involve your senior leaders and peers by sharing early successes and valuable lessons learned. Their ongoing support is crucial beyond the initial approval. 

Example: When the HR team piloted a peer-recognition platform, they noticed employee morale increased by 15%. The HR director quickly shared these positive results in an executive meeting, securing continued executive sponsorship and resources for broader implementation.

Active coalition building

Involve influential managers and team leaders early on, giving them a stake in the process so they become champions within their teams. 

Example: To introduce a new governance model, the initiative sponsor organised a workshop with senior managers from finance, operations, marketing, R&D, and legal. Together, they developed and agreed on key governance principles. Regular follow-up meetings ensured alignment and addressed concerns promptly, creating active internal advocates.

Structured reinforcement 

Support new behaviours through consistent training, workshops, or coaching to ensure lasting change. 

Example: After introducing a new budgeting tool, the finance team held bi-weekly support sessions for two months. Managers and key users could join these sessions to ask questions, view practical demonstrations, and provide feedback, reinforcing consistent adoption of the new process.

Rapid learning cycles 

Use initial implementation phases as opportunities to quickly learn and improve. Address issues immediately before they escalate. 

Example: A warehouse operations group introduced a new pick and pack workflow during a single shift. When they observed rising order delays by the second day, they gathered the team that afternoon, refined the task sequence, and retrained staff before the next shift, preventing larger backlogs.

Moving beyond the one-shot approach to an iterative, step-by-step strategy significantly increases your chances of success. Taking multiple attempts doesn’t mean you lack clarity or focus. Instead, you're using each small attempt to learn quickly and affordably, refining your approach until you find the best solution.

This iterative approach succeeds because quick action is often better than striving for perfection. By introducing changes on a small scale first, you gain valuable insights early, enabling timely adjustments and preventing costly mistakes later.

High-performing managers know that perfection seldom comes on the first attempt. They focus instead on learning through a series of small, informed trials that gradually lead to lasting solutions. After each experiment, they share the fresh insights with stakeholders, keeping everyone informed about progress and anticipated outcomes. By addressing concerns immediately and swiftly incorporating additional refinements, they maintain momentum and ensure continuous improvement.

Because, in the end, effective management is not about getting everything right immediately. If anything, it is the opposite: rapid learning, smart adjustments made fast, steady momentum built, and consistent forward movement until you achieve meaningful, lasting change.

If this article resonated with you, I’d love to hear how you’re handling change in your own team. Which of these practices have you tried, and what surprises or challenges have you encountered along the way? Reply and share your experience. I learn just as much from your stories as you do from mine.

If you’re ready to explore how an iterative, experiment-driven approach could accelerate your results, let’s talk. Book a free discovery session with me, and we’ll map out the next steps for your change initiatives and personal growth.

I look forward to continuing this conversation and supporting you on your journey to lasting, meaningful change.

Until next time, keep thriving!

Alina Florea

Your Management Performance Coach