It often feels like the communication strategy is the hottest thing for transformational projects. We all know that change management is so much more than communications. Yet, we all know how crucial communication is in change awareness and acceptance.

Whilst agility is your ability to move quickly and decisively and to do so with ease and comfort, resilience is your ability to quickly and effectively recover from challenging situations.

Resilience is about coming back stronger and more capable from adversity. Those who have developed true resilience welcome change as an opportunity for learning and growth. Resilient people are not immune to the VUCA (Volatile, Uncertain, Complex and Ambiguous) world, yet they get less disrupted. They move through change swiftly and tend to be more productive and positive during times of uncertainty.

Leaders must acknowledge the challenges that organisational change brings. According to Gartner, over 80% of employees experience cultural tensions or competing priorities during transformations. Both create stress and worsen performance.

Have you ever tried to bring about change? How many people have understood the why? How hard were people fighting you? It’s like trying to scratch your left ear with your right foot. Right?

No matter where you stand on the debate of transformation and the speed at which it is happening, one thing is sure: Change has become a fact of life.

In mindful May, we turn our attention inwards and take the opportunity to reflect on the meaning of life/work, aka our reason to get out of bed every morning.

We often hear about the depressing high failure rate of business change.

The good news is that the median for success varies massively from 19%-81% depending on the type of change we are looking to make.

These three make the top of our change-myth-that-need-busting-list. Why? Because they are an outdated recipe for a messy transition. They stifle motivation and collaboration. And, ultimately set organisations up to fail in delivering successful change.