Leadership in Times of Change – Why Transformation Fails Without Goal-Oriented Interaction

An organization launches a new strategy. The slides are polished, the budget carefully calculated, and the timeline locked in. Management presents the plan to employees at a big event: “This is how we will move forward.” At first, the atmosphere is enthusiastic. But as daily routines return, the excitement fades. Some employees don’t understand why the change is needed, others slip back into old habits. Rumors spread that this is just “management’s new fad.” Eventually, the change progresses slowly, and the desired results are never achieved.

The question is: was the problem in the strategy — or in how it was discussed?

In the midst of change, goal-oriented interaction is paramount

Why do changes fail?

Research shows that the majority of organizational changes fail — estimates suggest as many as 60–70% of change initiatives do not achieve their objectives (Hughes, 2011; Heracleous, 2021). Often, the issue isn’t the strategy itself but its execution — particularly the quality of interaction:

• Employees don’t understand the why behind the change.

• Conversations remain one-way announcements.

• Staff feel they cannot influence or make their voices heard (Errida, 2021).

When interaction isn’t goal-oriented, change remains a detached management initiative. And that’s when it rarely succeeds.

Goal-oriented interaction as the backbone of change

In times of change, interaction cannot be left to chance. It must be goal-oriented: consistent, inclusive, and ongoing. This is what separates successful transformations from failed ones — not the number of PowerPoint slides, but the kind of conversations that take place within the organization.

Goal-oriented interaction means that change is not just a series of decisions but a shared journey where people feel included.

What does Deep Leadership® bring to change management?

The Deep Leadership® model offers four elements that turn change into an opportunity rather than a threat:

• Trust – without trust, people won’t raise concerns. Open dialogue creates the foundation to address even difficult issues together.

• Enthusiasm – explaining the meaning of change. When people understand why the change is happening and what benefits it brings, they will find the how.

• Learning – encouraging diverse perspectives. This fuels innovation and helps embed change more deeply.

• Appreciation – everyone reacts to change differently. When leaders recognize individual needs and provide tailored support, commitment grows.

These aren’t soft ideals, but the hard edge of change leadership that determines success.

A practical example

Imagine a company introducing a new customer service model.

• In the first approach, leadership simply announces: “This is the new way of working.” The result is resistance, delays, and uncertainty.

• In the second approach, leadership applies the Deep Leadership® model. They explain the reason behind the change, listen to frontline experiences, allow room for experimentation, and provide personal support. This time, the change moves forward faster, and employees feel part of the solution.

The difference isn’t in the strategy — it’s in the quality of interaction during the change.

Why is this a competitive advantage?

Organizations that successfully implement change stand out in the market. They are more agile, learn faster, and attract top talent. Goal-oriented interaction turns change into an engine of learning, strengthening both performance and workplace well-being.

When people dare to bring unfinished ideas to the table and receive immediate constructive feedback, a lead is created — one that competitors struggle to catch up with.

Toward successful transformations

Culture isn’t what’s written on slides — it’s what happens in the organization every day, especially during change. Deep Leadership® helps make interaction consciously goal-oriented. When trust, inspirational motivation, intellectual stimulation, and individual consideration become part of daily life, changes don’t remain surface-level projects but take root in practice.

No strategy is realized without goal-oriented interaction.

👉 Discover Deep Lead Academy and bring the Deep Leadership® model into your change management, so your next transformation won’t remain a plan but becomes real progress.

Lähteet

• Errida, A. (2021). The determinants of organizational change management: a case study analysis. Sage Journals.

• Heracleous, L. T. (2021). Organization change failure, deep structures and temporality. WRAP Warwick.

• Hughes, M. (2011). Do 70 Per Cent of All Organizational Change Initiatives Really Fail? Journal of Change Management, 11(4), 451–464.