True, large-scale transformation was once considered a rare phenomenon. Something monumental that happened once or twice in an organization’s lifetime—a milestone moment where a company evolved, perhaps more slowly than its competitors, but in a way that left a mark.
But look around you today. Transformation isn’t rare. AI is reshaping industries. Organizations are revamping to stay competitive on a daily basis. Societies are grappling with constant shifts in how we work, communicate and live. Transformation has become routine.
But the reality is, most transformations fail—according to a study published in Harvard Business Review, the failure rate for transformations meeting their objectives ranges from 70-95%. And it’s not because of poor strategy or lack of talent, but because sustaining momentum past the initial hype of a transformation proves to be the greater challenge. After the launch party, the all-hands meetings and the buzzwords settle, transformation initiatives often stall. Energy wanes, skepticism creeps in and leaders watch their well-laid plans fizzle out. Why? Because creating excitement is easy, building a movement that endures is not.
Excitement is a Catalyst, Not the Solution
For many of us, the launch phase of transformation becomes our primary focus. And why not? It’s thrilling—new initiatives, cutting-edge technologies, redefined goals. We want our teams to feel inspired, to buy in, to catch the vision early on. This energy is important because motivation is a natural accelerant to create change. But we make a critical misstep when we treat excitement as the foundation of transformation rather than the spark.
Hype, no matter how well crafted, is inherently short-lived. We must shift our focus toward what comes next. How do we keep our teams engaged once novelty fades? How do we ensure the spark transitions into action that carries us through the grind that transformation inevitably demands?
Sustained Momentum Requires Different Leadership
So what kind of transformational leadership skills are required not just to launch transformation, but to sustain it? Leadership style during the excitement phase is charismatic, rallying and bold. It’s the speech from the mountaintop, rallying the troops. But sustaining momentum requires a quieter strength, one grounded in resilience, consistency and relentless follow-through.
Sustaining momentum is not about chasing perpetual excitement. It’s about creating a new normal, where the idea of transformation becomes embedded into the workplace culture, into the systems, into the daily fabric of our teams. We must focus not on maintaining the initial energy but on replacing it with discipline, clarity and small wins that continually build toward larger success.
This requires us to be more than motivators, it requires us to be architects. Architects who design systems that reinforce accountability, communication and adaptability. Systems where transformation is not experienced as a top-down initiative but as an ongoing evolution collaboratively orchestrated at every level of the organization.
Beyond the Buzzwords
Another challenge we must confront is the dependency on buzzwords during transformation. “Disruption.” “Agility.” “Innovation.” They’re thrown into press releases, shared on slides and repeated in town halls. These words generate surface-level enthusiasm, but their overuse often leaves teams unsure of their practical implications – and that’s where strong communication skills become essential.
How often do we mistake declaring intent for actual progress? We talk about “innovating,” but do our teams know what innovation translates into for their day-to-day work? We trumpet “agility,” but are we equipping our employees with the tools and autonomy to make swift decisions? When the buzzwords fade, as they inevitably do, all we’re left with is either clarity or confusion. The difference lies in how we tie those lofty declarations to actionable, measurable steps.
We must anchor transformations in tangible outcomes. What changes are happening today, next quarter and over the next five years? And more importantly, how do those changes directly impact the people turning your vision into reality? Employees are not moved by abstract jargon – they’re motivated by relevance, by clarity, by results they can see, touch and own.
Building a Movement, Not Just Managing Change
True transformation is not a singular event or a moment—it’s a movement. Movements outlast moments because they are powered by shared purpose and sustained by collective ownership.
So how do we build movements within our organizations?
- First, we engage our teams in the design and execution of transformation from the beginning. When employees feel like active participants rather than recipients of change, they are far more likely to advocate for it. Transformation stops being something done to them and becomes something owned by them.
- Second, we prioritize transparency. Sustaining momentum requires trust and trust is built on open, consistent communication. What progress has been made? What challenges remain? Being honest about both wins and setbacks ensures your team sees transformation as a shared reality, rather than an idealized vision.
- Third, we celebrate progress—not just milestones but the micro-wins along the way. These smaller wins create the sense that transformation is happening, that progress is real and that the effort being invested is worthwhile. Success fuels success.
- Finally, we create systems to support and sustain the change. Movements thrive when they are embedded into the fabric of how an organization operates. This means designing structures, processes and tools that reinforce the desired transformation. Whether it’s implementing new workflows, aligning incentives with the change, or providing ongoing training, systems ensure that the momentum doesn’t fade over time. Without them, even the most passionate efforts risk losing steam.
Leadership for the Long Haul
The truth is, transformation is as much about endurance as it is about vision. It forces us to look beyond the adrenaline rush of rollouts and launches, focus on how to truly motivate employees and ask the harder questions. Are we equipping our people with the tools they need to succeed in the long term? Are we embedding accountability, collaboration and learning into our workplace culture? Are we prepared to lead not just in moments of triumph but in seasons of uncertainty and pushback?
We don’t need more short-term excitement. We need movements that outlast the peaks and valleys. And as transformational leaders, it’s our responsibility to ensure that those movements begin, grow and endure within the organizations entrusted to us. The big question is not whether we can lead change today—but if we can sustain it tomorrow.