Implementing Change: Why It Fails and How to Do It Right

It’s one month into the new year, and still a lot of talk about change. After a recent podcast episode on this very topic, I received a lot of feedback from clients and industry peers. At the NADA conference, countless people came up to me, saying the conversation really resonated because they’ve had the same experiences.

So, let’s talk about some of these themes around change. What is it about implementation that makes it so challenging??

The "Conference Effect"

One of the biggest frustrations I hear is this: a manager or dealer principal attends an industry event, gets inspired, and comes back ready to shake things up. They’ll drop a new strategy, tool, or process on their team's desk with the idea of adoption. But here’s the problem—no conversation, no planning, just, "We need this because I saw another dealership using it.". While this may seem an extreme example, it was not an uncommon response, especially if it was their desk this project was dropped on.?

If you don’t have a clear understanding of what works in your business, blindly adding new tools or processes creates chaos. It’s like Frankenstein’s monster—layering a new piece of technology without knowing if it is duplicating current efforts or causing more problems than solutions. Before jumping into change, ask:

• What are we already doing?
• Is this truly a replacement or just an addition?
• Does it fit with how we want our customers to experience our business?

A well-thought-out strategy beats impulsivity every time.

Unrealistic Timelines

Another common response? Leaders expecting rapid success. In fast-paced industries like automotive there’s constant pressure to see immediate results. But real change takes time.

Think about it: when people set New Year’s resolutions, most fail within a month. Why? Because building new habits isn’t instant. They didn’t get out of shape quickly so getting into shape will also take time. The same goes for business changes. If something isn’t working, ask yourself:

• Are we giving the team enough time to adjust?
• Are we properly supporting and training them through the transition?
• Are we measuring progress and adjusting along the way??
• Are the goals unrealistic because this is all new and unknown?

Expect a rollercoaster during implementation. Month one, everyone’s energized. By month two, excitement fades, focus moves and doubt creeps in. That’s when leaders need to step up—coaching and keeping the team’s momentum going.

Handling Setbacks

A big fear around change is going backwards—results taking a step back before moving forward. But here’s the reality: that’s normal.

Think about when you first learned to drive. Everything required your focused effort—checking mirrors, adjusting your seat, gripping the wheel at 10 and 2. Over time, it became second nature. Change in business is the same way. At first, it feels unnatural. Mistakes happen. That doesn’t mean it’s failing; it means you’re still in the learning phase.

Instead of judging yourself or your team for setbacks, focus on consistency. What actions are moving things forward? What’s getting in the way of consistency? Progress isn’t about perfection; it’s about persistence. It’s about learning and adjusting.?

The "We've Always Done It This Way" Mindset

Then there are those who resist change entirely. They’ve been successful for years and see no reason to fix what isn’t broken. But industries evolve. Marketing went from print to digital to hyper-targeted AI-driven campaigns. Businesses that refuse to adapt eventually get left behind.

If you want different results, you can’t keep doing the same things. Growth requires change. That doesn’t mean abandoning everything that works—it means refining, improving, and staying ahead of the curve.

Dealing with Resistant Top Performers

What if your best salesperson refuses to change? It’s a tough situation. I’ve been there—managing a team where my highest producer openly ignored new processes. The problem? Others started following suit, assuming they could get away with it too. Morale dropped. Frustration grew from others who wondered why they were held accountable and this person was not.

I tried negotiating with the top salesperson. I tried compromises. But in the end, I let him go. Some thought I was crazy. But guess what? The team stepped up. Production recovered. And the overall culture improved.

Not every case requires drastic action, but you have to ask:

• Is this top performer helping or hurting the team?
• Are they undermining leadership and stalling progress?
• Is keeping them worth the hidden cost?

Sometimes, enforcing accountability and creating a consistent approach does more for long-term success than protecting a single high performer.

The Ego Trap

Finally, one of the biggest reasons change fails—leaders refusing to admit when it’s not working. Sometimes, despite best efforts, a new strategy or tool just isn’t the right fit. But instead of acknowledging that, people double down, blaming the team for poor execution rather than recognizing a misstep.

The best leaders are the ones willing to say, “I made a mistake. Let’s adjust.” That’s not failure; that’s smart leadership. If you’ve given something a fair shot—planned it, trained for it, executed it—and it still isn’t working, pivot. The goal isn’t to be right; the goal is to get it right.

Change is hard. Implementing it successfully requires patience, strategy, and flexibility. Whether you’re introducing new technology, or evolving processes take the time to plan, communicate, and support your team through it.

This article is based on the most recent episode of my podcast, “You’re in Charge with Glenn Pasch” The link to the episode is here. https://bit.ly/3EdLpxM

It is available on all podcast platforms and YouTube. Please subscribe so you don’t miss episodes.?

If you need help with implementation, please reach out to have a free consultation.?

Click here for more information https://bit.ly/4gmEqQt