Why Change Isn’t Working Anymore... And the Leadership Habits That Make Transformation Stick

Cultivating habits that enhance performance: a strategic focus for achieving success.

Change used to feel manageable.

A new system here, a restructure there, a shift in priorities, an updated process. Leaders could plan it, communicate it, roll it out - and people generally adjusted.

But the world we’re operating in now is different.

Recent research shows employees are navigating ten major changes a year, a five-fold increase from a decade ago. At the same time, many organisations are reporting slower progress, rising fatigue and dwindling engagement.

More change than ever. Less impact than ever.

So what’s going on?

And more importantly, what do leaders need to do differently to create sustainable high performance in this environment?

Let’s break it down.

1. The Pace of Change Has Outrun Human Capacity

Across clients and industries, leaders tell me the same thing:

“We’re doing more… but getting less.”

And they’re right. The current volume and velocity of change creates:

• cognitive overload

• weakened attention

• decision fatigue

• emotional strain

• inconsistent execution

• and a sense that “this too shall pass”, which undermines commitment

It isn’t that people don’t care. It’s that the system they’re working in is overloaded.

When everything is urgent, nothing becomes a habit.

2. Organisations Are Transforming on Paper... But Not in Practice

One of the most common patterns I see is this:

Leaders announce transformation……but daily behaviours stay exactly the same.

• The same meeting rhythms

• The same decision-making patterns

• The same priorities

• The same habits

And because people experience work through behaviours, not strategic slides, nothing truly changes.

You can’t evolve your organisation with yesterday’s routines.

This is the “missing middle” of transformation: the space between intentions and behaviours. The space where change either embeds - or evaporates.

3. Change Has Become an Event... But Reinvention Is a Practice

This is the heart of the problem.

Traditional change management treats change as a sequence:

Define → Plan → Communicate → Execute → Monitor

Useful for projects. Not fit for a world where organisations must continually adapt.

Reinvention demands something different:

• continuous learning

• deliberate practice

• behaviour clarity

• micro-shifts repeated consistently

• psychological energy

• and simple routines people can sustain

Transformation doesn’t fail because of strategy. It fails because behaviour doesn’t shift.

And behaviour doesn’t shift without practice.

4. A Real Example: When Noise Kills Progress

In one large organisation I worked with, the senior team mapped all active initiatives.

They found 130 different change activities running simultaneously.

Teams were exhausted. Leaders were frustrated. Progress felt slow.

When we stripped the noise back to six essentials, everything changed:

• clearer priorities

• better focus

• more energy

• improved collaboration

• stronger delivery

• rising morale

The organisation didn’t need more. It needed less - with more practice.

5. What Organisations Need Now (and What Actually Works)

Sustainable change requires moving away from intensity… and towards consistency.

Here’s what I see working best across leadership teams:

1. Reduce noise and narrow the field

Audit current priorities through a behaviour lens: Which activities genuinely matter? Which create noise? Which could be paused without consequence?

2. Choose one or two high-value leadership habits

Not ten. Not eight. One or two behaviours that meaningfully shift performance.

Examples include:

• clearer expectations

• structured coaching moments

• better cross-functional decision-making

• tighter follow-through

• weekly alignment rhythms

  
  

3. Build deliberate practice cycles

This is where the breakthrough happens.

Short, repeatable cycles where leaders practise specific behaviours for 6–12 weeks.

Not “learn and forget.” “Learn and embed.”

It’s the difference between knowing and becoming.

6. What This Means for Leadership Teams

Reinvention isn’t about working harder.It’s about building the capabilities your organisation will rely on in the next five years. It requires leaders to embed leadership habits that stick, not simply launch new inititiatives.

The leaders and teams who will thrive are those who:

• learn quickly

• focus intentionally

• practise consistently

• create the right habits

• and build psychologically sustainable performance

  
  

This is how you create momentum, even in constant change.

Not through force. Through focus and practice.

Introducing the Leadership Behaviour Sprint

If this resonates, I’m soon launching a new Leadership Behaviour Sprint specifically designed for HR and senior leaders who want to build behaviour-led, sustainable performance systems in their organisation.

It’s a practical, science-backed sprint that helps leadership teams:

• identify the few behaviours that matter most

• embed them through deliberate practice

• create rhythms and routines that support sustainable performance

• and shift from “change events” to “change capability”

If you’d like to be the first to hear the details, you can leave a comment on my latest post, or get in touch directly.

Real change isn’t about doing more. It’s about choosing the right habits - and practising them until they stick.