The Reactivity Trap — Part One: Mastering Change Management for Sustainable Success
As we finish 2024, and set the stage for a new year, I want you to set yourself free from the Reactivity Trap.
Look at your to-do list. Ask yourself: how often do you get the satisfaction of crossing off a priority item and saying, “Done”? If you’re like most executives I speak with, the answer is “not often.” You’re in good company, but there’s a catch: you might be caught in the Reactivity Trap.
Some of us arrive early, stay late, or close the door to “get things done.” But as soon as people arrive—with “quick questions” and pressing issues—or the phone rings, or text messages pile up, your day becomes a chain reaction of responses. The Reactivity Trap keeps you stuck in the present, unable to focus forward. And that’s why it’s a significant reason most change initiatives fail.
Dr. Bill Crawford said it best: “You can’t start a solution-focused conversation from a problem-focused mindset.”
The Reactivity Trap places you in a state of problem-focus, constantly addressing immediate issues rather than forward-thinking solutions.
Here’s the hard truth: while most people embrace the idea of being in a better position tomorrow, 70% of change initiatives fail. Why? Because they fall victim to reactivity—fixating on immediate concerns rather than strategic outcomes. In this trap, organizations prioritize urgency over planning and invest heavily in tools or consulting without understanding the human element of change.
The Human Element: Why Most Change Initiatives Fail
People drive change, yet most metrics don’t reflect this. Financial performance, timelines, and efficiency dominate, while the people’s experience within the change process goes unmeasured. This oversight is a core contributor to failure—90% of change failures stem from people-related issues.
The Reactivity Trap exacerbates this, leading to:
When leaders are busy reacting, they often fail to set clear visions, communicate effectively, and anticipate obstacles. They rely on motivational rhetoric rather than honest assessments, leaving teams frustrated and directionless.
Stay tuned for Part 2, where we’ll explore actionable strategies to break free from the Reactivity Trap and set the stage for sustainable change in 2025.
?
In our TEC-CANADA peer groups we accelerate the growth and development of Canadian Business Leaders. Checkmate your competition!
2 个月Very helpful
Helping Business Leaders Make Strategy Happen | Execution, Growth & Turnaround Adviser | Economist | Author of 'At the Helm' | Speaker on Leadership & Strategy | Columnist, 'Print Action' |
2 个月Thanks Brian, for this great insight on change management. You’ve highlighted two critical challenges I’ve seen derail strategy execution: the Reactivity Gap and the Human Element. Leaders often get stuck responding to the urgent at the cost of the important, and collaboration, the foundation of successful change, is too often overlooked. These ideas align closely with my approach to strategy and execution. Looking forward to Part 2!