A close colleague of mine was asked to facilitate a workshop with senior leadership of an organization wrestling with their ways of working. To describe the session as challenging would be an understatement, as they were immediately faced with either bored indifference or outright hostility. They shared that it was heartbreaking to see the sponsor of the workshop slowly lose their optimism as participants threw up barriers and resistance at every turn.

Given that most transformation professionals have experience in de-thorning every rose, we aren’t strangers to conflict. Having done this work for over three decades, I’ve personally been yelled more times than you’d imagine, marinated in a variety of beverages that were poured on me, had to physically separate warring factions in the C-suite, had my phone thrown on the ground and cracked, my laptop slammed shut and swept off the table, and locked arms with security as we Wizard of Oz-ed together out of the building. While it’s certainly not the norm, some senior leaders don’t always show their best behind closed doors.

In most transformational work, there is a clear impetus for change that galvanizes the organization toward a particular goal or outcome, regardless of personal preference. In this particular workshop, my colleague realized something was awry. Suddenly stopping the session, they asked each leader an important and direct question – “Do you intend to transform?”

Nearly all leaders responded with a resounding, “No!” Thus, the relatively new HR leader who championed the workshop was confronted with the reality of the situation. Neither the Board, their C-Suite peers, nor their HR leadership team were ready or willing to change.

Let’s face it. Being an HR leader is difficult enough on a typical day, let alone during a transformation. You’re constantly peppered with demands and emergencies, and it can be a struggle balancing the needs of the business with the wellbeing of your people. And although you’re most often part of the C-Suite, separation is required due to the highly confidential nature of your work and the requirements of the CEO and Board. Yet, it is within this storm that you must find a way to regroup, embody the calm, and move the organization forward. It’s exhausting.

HR transformations are complex initiatives with massive goals, often seeking to enhance organizational efficiency, employee experience, and overall workforce effectiveness. However, even with the best intentions and meticulous planning, HR transformations can sometimes face setbacks and challenges that lead to a moment like the one experienced in the workshop above. The good news is that failure is not the end; it’s an opportunity for learning and course correction, especially for the HR leader spearheading the change.

To re-ignite the momentum for a faltering transformation, there are five tried-and-true methods that are worthy of your time:

Make an honest assessment of what happened. Understanding why the transformation is struggling is the crucial first step. It’s one thing to acknowledge that there is a problem, but without learning the root cause of the issue, you risk perpetuating the factors that caused the transformation to falter in the first place. To make an accurate assessment, become an HR private investigator.  Gather feedback from key stakeholders, including your fellow leaders. Assess project documentation, including planning, communication, and other deliverables. Study the impact of internal and external factors, such as capacity constraints or economic challenges. Remember to recognize your role in the transformation, not to beat yourself up about what is going on, but to assess what you can do in service to the larger initiative. These clues, when combined, turn the mystery into insight and action.

Regain leadership alignment and buy-in. Executive support is crucial for the success of any transformation initiative. This requires true alignment around the objectives, scope, timing, and expected outcomes. In the workshop example shared above, it was clear that there was a disconnect about what the HR leader thought the business needed and what the business truly desired. Leaders should act as change champions, promoting and amplifying the value proposition throughout the organization. This is where you will leverage existing relationships (or build new ones) to understand any concerns your peers may have and to work together to find a way forward. If leaders cannot tangibly connect the outcomes to their business area, there is more work to be done.

Incorporate employee involvement and feedback. Employees are at the heart of any HR transformation, and often a key component of any business case to gain support for moving forward. It’s important to involve them in the process early and often by seeking their input and feedback. This is particularly crucial when you hit a roadblock involving resistance to change or adoption. Create forums for open dialogue, address concerns, and incorporate valuable insights into the transformation plan. Pull quantitative and qualitative data from your listening and engagement surveys to add some heft to the sentiment analysis. When employees feel heard and valued, they are more likely to embrace change positively. Noise in the system can be deafening and we want them to be heard.

Reassess and adjust the plan. Transformations are remarkably prone to shifting requirements. That’s just the nature of change – it never stands still. As the transformation leader, your challenge is to let go of your carefully crafted plan and serve the needs of the project. Many leaders struggle to find the right level of flexibility and adaptation – too much flexibility and nothing gets done, too little flexibility and you risk missing every deadline. If the initial transformation plan has proven ineffective, it’s time for a reassessment. Work with key stakeholders to identify areas that need adjustment or refinement. This may involve revisiting the project timeline, reassessing resource allocations, or redefining specific goals. Flexibility and adaptability are crucial in the face of changing circumstances.

Intentionally celebrate small wins. Transformations often have a long timeline, and at times it can feel like there is no progress being made. For a transformation that is struggling, it’s possible there won’t be significant progress for a very long time. No matter what, find ways to identify small wins and celebrate them, even if it’s just the success of getting everyone on the same page.  This not only boosts morale but also reinforces the positive aspects of the transformation. Acknowledge the efforts of teams and individuals, fostering a culture of appreciation and motivation.

Turning around a transformation that has lost its way requires a combination of strategic planning, effective communication, and a commitment to continuous improvement. It also takes courage; courage to acknowledge things could be better, courage to voice your concerns, and courage to take that metaphorical look in the mirror to examine your own role in the process.

By taking thoughtful, timely actions, leaders can transform setbacks into opportunities for growth and success. Remember, failure is not the end of the road; it’s a chance to learn, iterate, and ultimately achieve a more successful outcome.