We've all heard the saying about the dangers of making assumptions, right? To make an assumption is natural—sometimes helping us make sense of the chaotic business world and guiding us through tough decisions. But here’s the catch: assumptions can also lead us down the wrong path. They can create misunderstandings, lead to bad decisions, and cause us to miss out on valuable opportunities.
In times of confusion, or when we’re trying to speed things up, we’re all guilty of making assumptions. And in the workplace, one of the biggest moments for making assumptions is during times of change. Change is hard, and it’s understandable that we’d want to simplify the process. But no matter how much we try to make it easier, change is inevitable—and how we handle it can make or break an organization.
Let’s dive into the 7 costly assumptions of change. These are the ones leaders make all too often, and if you’re not careful, they can become very expensive mistakes. If you’re ready to avoid those pitfalls and navigate change like a pro, keep reading.
The idea that everyone will move through change in the same way and at the same pace is comforting—but it's also completely false. We all experience change differently. For some, change is exciting, and they’ll fly through it, embracing every new development. For others, change is terrifying, and they’ll resist it at every turn. Most people will likely fall somewhere in between, shifting from excitement to hesitation and back again. The assumption that we will all go through this together, on the same timeline, is unreasonable.
During moments of change, there are a variety of different responses that people may experience. Person one may think “I’m going to flow through this and get back up to speed”, while the second person thinks “oh no, not another one”. These reactions are very different, and each reaction requires a different type of response from our leaders so that both sides of the change process don’t feel left behind. Everyone will try to reach the same end goal, but they may take different routes to get there. We all work at different speeds, learn in different styles, and adapt differently to new things.
The process of change is not quick. Change might happen in an instant—a decision is made; a new system is implemented—but the transition is a process. Transition takes time, and often, it takes longer than we expect.
If you assume that everyone will adjust quickly, you’re setting yourself up for frustration, and frustration is the first step in the cycle of disappointment. Understanding that transition is a drawn-out process helps set more realistic expectations. It’s better to prepare for a longer journey than to rush through it and risk losing people along the way. Change and transition are two very complicated topics, and because of which, we have resources available to help.
Leaders are often so deeply immersed in conversations about plans, changes, and strategies that it’s easy to assume everyone else is on the same page. You’re constantly talking about the big picture, the goals, the upcoming shifts, so naturally, it feels like your team should already know the drill. But here’s the thing: saying something once isn’t enough—far from it. You might mention a change in passing during a meeting or drop it into a casual team chat, and that’s a great start, but don’t assume that because you’ve said it once, everyone’s automatically aligned.
The reality is people need time to absorb new information. There’s a reason behind the saying "seven times in seven different ways." Information needs to be reinforced, rephrased, and repeated for it to truly stick. You might feel like you’ve already said it a hundred times, but chances are, your team is still processing. And that’s completely normal! This doesn’t mean your team isn’t paying attention, it’s just how people operate. We’re all juggling different priorities, and sometimes important messages get lost in the shuffle. Even if you feel like you’re repeating yourself, keep going. Clarity and repetition are key when navigating change. Don’t hesitate to circle back, re-explain, and offer new perspectives until it becomes second nature to your team. The more consistent you are with your message, the smoother the transition will be for everyone involved. For more information on expectations and clarity, check out our other blog posts!
This assumption might seem harmless at first, but it can create unnecessary anxiety for your team. The main issue with this assumption is that for employees who think with lots of precision and work methodically, this assumption gives off the false perception that there is no plan for that body of water.
Sure, you don’t need to have every detail figured out before crossing a bridge, but acknowledging that a bridge exists is important. Your employees need to know that challenges are coming, but more importantly, they need to trust that you’re prepared for them.
Instead of waiting to "cross that bridge when we get there," be proactive. Let your team know that you see the challenges ahead and that you have a plan in place. This builds trust and shows that you’re leading with foresight and care.
It would be nice if this were true, but the reality is that not everyone knows what they need—or even what they’re going to need. People might not realize they’ll need new tools or resources until they’re deep into the change process.
As leaders, it’s your responsibility to anticipate needs. Whether it’s communication channels, additional training, or emotional support, we must make sure that our people are equipped for what’s coming, even if they can’t see it themselves yet.
This is another assumption that can lead to serious issues. Just because you've shared your expectations doesn't mean they’re understood by everyone. The process of change is often messy, and people interpret things in different ways.
Leaders need to take time to clearly and continuously communicate expectations, both organizational and personal. Make sure that conversations about expectations are ongoing, so that everyone understands the goals and what’s required of them.
There's this expectation that everyone will see the vision that we see, will benefit from it, and get right on the bus to the end goal. The sad truth is… not everyone will. It is possible that someone may not want to go towards the same end goal we are going, and that’s okay. If someone is not meant to be on that same bus, let's not force them to be miserable on that bus. But rather, let's use our position to empower and help our employees as they seek out an organization that does align with their wants and needs.
We here at Your Clear Next Step hope that through our examples and our advice, we have best equipped you with the tools to better assess change and the hardships that come with it. If this blog and its contents resonated well with you, you might be the perfect candidate for our Change Makers certification program. For more information on our company, please visit our website and feel free to reach out to us through any of our social media channels, or our emails.