Why do most transformations fail?
Because leaders focus on the gears while ignoring the sand grinding them down.
Organizations are complex systems, and the primary factor in that system is human interaction. Yet, most organizations put very little effort into those interactions.
Instead, they double down on what’s visible: they hunt for high performers, implement new tools, roll out SOPs, and tweak KPI systems. In my experience as a leader and now as a coach, I’ve seen this lead to “adequate” results at best—but never exceptional ones.
What’s limiting your performance isn’t your strategy; it’s the “sand in the gearbox.”
Is your organization grinding to a halt?
Before reading further, identify exactly where your friction points are.
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We rely heavily on SOPs and tools, but they don’t seem to solve the real problems.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Training is mostly focused on hard skills (technical) rather than how people work together.
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Yes, this applies to our organization
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Our KPI and bonus systems sometimes encourage people to work against each other.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Strategy is defined at the top, but the ‘how to get there’ is unclear to teams.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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We have many processes in place, yet people constantly work around them.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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When problems arise, we create new rules rather than addressing root causes.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Leaders avoid addressing performance or behavior issues to ‘keep the peace.’
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Decisions are made based on politics or relationships rather than merit.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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People are afraid to admit mistakes or point out problems with the strategy.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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Information is guarded. Departments act like independent islands rather than one system.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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People are often surprised by decisions that affect their work.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Meetings feel unproductive—lots of talking, little deciding or acting.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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There is a ‘we’ve always done it this way’ mentality that blocks change.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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People wait for permission rather than taking initiative.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Blame is more common than learning when things go wrong.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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High performers succeed despite the system, not because of it.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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Projects are frequently delayed by months due to ‘misunderstandings’ or coordination issues.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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We have high-performing individuals (HiPos), but overall team performance is average.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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We see loss in market share or exploding costs because we react too slowly.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Meeting targets feels like an ‘uphill battle’ rather than a smooth process.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Transformation initiatives start strong but lose momentum and fail to deliver results.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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We solve the same problems over and over again.
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Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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%%QUESTIONANSWERS%%
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Where can we email you the results? Please enter details below.
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
You have minimal friction in your organization with strong foundations for transformation success. Focus on maintaining momentum and addressing the specific weak points you’ve identified before they grow into larger issues.
Risk Level: Low to moderate. Address now before it becomes significant.
What this means:
You have a few “grains of sand” in specific areas. Your gearbox is still running relatively smoothly, but these friction points will grow if ignored.Priority Action:
- Identify which section had the most checks—that’s where to focus first
- Start with improving leadership communication and transparency
- Create space for honest conversations about what’s really happening
Risk Level: Low to moderate. Address now before it becomes significant.
Download
Close
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
You have noticeable friction slowing your organization down. Some gears are working well, but others are grinding. This is the most common range and you have clear opportunities for improvement that will yield significant returns.
What this means:
There is significant friction slowing your organization down. Your transformation is likely “grinding its gears,” wasting time, energy, and budget. Some gears are working, but others are struggling.
Priority Action:
Risk Level: Moderate to high. Action needed within 3-6 months to prevent deterioration.
What this means:
There is significant friction slowing your organization down. Your transformation is likely “grinding its gears,” wasting time, energy, and budget. Some gears are working, but others are struggling.
Priority Action:
- Look at Section 2 (Behavior)—this is typically where the most damage occurs
- Focus on one area: either silos OR communication gaps OR leadership accountability
- Consider bringing in external help to identify blind spots
- Start a focused 90-day intervention on your biggest friction point
Risk Level: Moderate to high. Action needed within 3-6 months to prevent deterioration.
Download
Continue
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Your gears are struggling and the sand is causing real damage to performance and outcomes. Transformation efforts will likely fail without addressing these friction points. Immediate intervention is recommended.
The sand is actively damaging your organizational “engine.” Transformation efforts will fail without addressing these friction points. Your people are fighting the system rather than working with it.
Priority Action:
- This requires a comprehensive human-centered transformation approach
- Start with leadership alignment—they must acknowledge the problem and commit to change
- Don’t launch new initiatives until you address the underlying behavior and culture
- Engage an experienced partner to guide the transformation
Risk Level: High. Without intervention, you risk:
- Failed transformation investments
- Loss of top talent
- Continued market share erosion
- Organizational dysfunction becoming “normal”
Download
Continue
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Your gearbox is nearly seized and the organization is fighting itself at every turn. Any transformation initiative will face enormous resistance. A fundamental reset of culture and behavior is urgently needed.
What this means:
Your gearbox is nearly seized. The organization is fighting itself at every turn. Any transformation initiative will face enormous resistance. The sand has become concrete.
Priority Action:
Risk Level: Critical. Without immediate intervention:
What this means:
Your gearbox is nearly seized. The organization is fighting itself at every turn. Any transformation initiative will face enormous resistance. The sand has become concrete.
Priority Action:
- Stop launching new initiatives—they will fail and create more cynicism
- Conduct an honest organizational assessment with leadership
- Consider a fundamental reset of culture, structure, and leadership behaviors
- This requires executive-level commitment and likely external expertise
- Begin with psychological safety and trust-building before anything else
Risk Level: Critical. Without immediate intervention:
- Transformation failure is virtually guaranteed
- Best people will leave for healthier organizations
- Competitive position will continue to erode
- Recovery becomes exponentially harder with time
Download
Continue
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
Retake
YOUR TOTAL POINTS
0
What is the “Sand” destroying your efforts?
The sand is invisible until the damage is done. It manifests as:
- Organizational culture that quietly resists change.
- Beliefs and conditioning that keep people stuck in old habits.
- Poor communication that leads to constant “surprises.”
- Silos that block the flow of information and value.
I’ve seen organizational silos delay a critical market launch by nearly a year, leading to exploded costs and a demoralized team. All of this can be summarized in one word: Behavior.
The Interdependent Triangle
To understand how to fix this, we look at the relationship between three elements:
- Environment (The Gearbox): The system you work in (SOPs, KPIs, tools).
- Behavior (The Gears): How your people actually move and interact.
- Results (The Outcome): Productivity, efficiency, and success.
In a mechanical gearbox, it’s obvious that sand is a disaster. In an organization, we tend to turn a blind eye to it. The beginning of a new cycle is the perfect time for an ‘oil change’—to identify and remove the friction.
Get Your Personalized Friction Report
I built the Sand Diagnostic Tool to pinpoint exactly where friction is killing your performance. Complete the assessment to receive a report showing your biggest opportunities for “flow.”
TAKE THIS QUIZ
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We rely heavily on SOPs and tools, but they don’t seem to solve the real problems.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsNext
Training is mostly focused on hard skills (technical) rather than how people work together.
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Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Our KPI and bonus systems sometimes encourage people to work against each other.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Strategy is defined at the top, but the ‘how to get there’ is unclear to teams.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsNext
We have many processes in place, yet people constantly work around them.
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No, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNext
When problems arise, we create new rules rather than addressing root causes.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Leaders avoid addressing performance or behavior issues to ‘keep the peace.’
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsNext
Decisions are made based on politics or relationships rather than merit.
Enter any additional information about the quiz
Yes, this applies to our organization
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Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
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Add RecommendationAdd TagsView All Assigned TagsNext
People are afraid to admit mistakes or point out problems with the strategy.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Information is guarded. Departments act like independent islands rather than one system.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
People are often surprised by decisions that affect their work.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Meetings feel unproductive—lots of talking, little deciding or acting.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
There is a ‘we’ve always done it this way’ mentality that blocks change.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
People wait for permission rather than taking initiative.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Blame is more common than learning when things go wrong.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
High performers succeed despite the system, not because of it.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Projects are frequently delayed by months due to ‘misunderstandings’ or coordination issues.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
We have high-performing individuals (HiPos), but overall team performance is average.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
We see loss in market share or exploding costs because we react too slowly.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Meeting targets feels like an ‘uphill battle’ rather than a smooth process.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
Transformation initiatives start strong but lose momentum and fail to deliver results.
Enter any additional information about the quiz
No, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsYes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
We solve the same problems over and over again.
Enter any additional information about the quiz
Yes, this applies to our organization
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNo, this doesn’t apply
A text area will be displayed in the frontend when users select this answer.
Add RecommendationAdd TagsView All Assigned TagsNext
%%QUESTIONANSWERS%%
Skip Opt-in
Almost there…
Where can we email you the results? Please enter details below.
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
You have minimal friction in your organization with strong foundations for transformation success. Focus on maintaining momentum and addressing the specific weak points you’ve identified before they grow into larger issues.
Risk Level: Low to moderate. Address now before it becomes significant.
What this means:
You have a few “grains of sand” in specific areas. Your gearbox is still running relatively smoothly, but these friction points will grow if ignored.Priority Action:
- Identify which section had the most checks—that’s where to focus first
- Start with improving leadership communication and transparency
- Create space for honest conversations about what’s really happening
Risk Level: Low to moderate. Address now before it becomes significant.
Download
Close
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
You have noticeable friction slowing your organization down. Some gears are working well, but others are grinding. This is the most common range and you have clear opportunities for improvement that will yield significant returns.
What this means:
There is significant friction slowing your organization down. Your transformation is likely “grinding its gears,” wasting time, energy, and budget. Some gears are working, but others are struggling.
Priority Action:
Risk Level: Moderate to high. Action needed within 3-6 months to prevent deterioration.
What this means:
There is significant friction slowing your organization down. Your transformation is likely “grinding its gears,” wasting time, energy, and budget. Some gears are working, but others are struggling.
Priority Action:
- Look at Section 2 (Behavior)—this is typically where the most damage occurs
- Focus on one area: either silos OR communication gaps OR leadership accountability
- Consider bringing in external help to identify blind spots
- Start a focused 90-day intervention on your biggest friction point
Risk Level: Moderate to high. Action needed within 3-6 months to prevent deterioration.
Download
Continue
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Your gears are struggling and the sand is causing real damage to performance and outcomes. Transformation efforts will likely fail without addressing these friction points. Immediate intervention is recommended.
The sand is actively damaging your organizational “engine.” Transformation efforts will fail without addressing these friction points. Your people are fighting the system rather than working with it.
Priority Action:
- This requires a comprehensive human-centered transformation approach
- Start with leadership alignment—they must acknowledge the problem and commit to change
- Don’t launch new initiatives until you address the underlying behavior and culture
- Engage an experienced partner to guide the transformation
Risk Level: High. Without intervention, you risk:
- Failed transformation investments
- Loss of top talent
- Continued market share erosion
- Organizational dysfunction becoming “normal”
Download
Continue
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
You got a score of %%YOURSCORE%% out of %%TOTALSCORE%%
Your gearbox is nearly seized and the organization is fighting itself at every turn. Any transformation initiative will face enormous resistance. A fundamental reset of culture and behavior is urgently needed.
What this means:
Your gearbox is nearly seized. The organization is fighting itself at every turn. Any transformation initiative will face enormous resistance. The sand has become concrete.
Priority Action:
Risk Level: Critical. Without immediate intervention:
What this means:
Your gearbox is nearly seized. The organization is fighting itself at every turn. Any transformation initiative will face enormous resistance. The sand has become concrete.
Priority Action:
- Stop launching new initiatives—they will fail and create more cynicism
- Conduct an honest organizational assessment with leadership
- Consider a fundamental reset of culture, structure, and leadership behaviors
- This requires executive-level commitment and likely external expertise
- Begin with psychological safety and trust-building before anything else
Risk Level: Critical. Without immediate intervention:
- Transformation failure is virtually guaranteed
- Best people will leave for healthier organizations
- Competitive position will continue to erode
- Recovery becomes exponentially harder with time
Download
Continue
%%CATEGORY_TOTAL_PERCENT%%
%%CATEGORY_TOTAL_NUMBER%%
[CATEGORY_TOTAL_PERCENT]
[CATEGORY_ONLY_PERCENT]
[CATEGORY_TOTAL_NUMBER]
Retake
YOUR TOTAL POINTS
0
About Joerg Sauer
I am Joerg, a former catalyst C-suite leader. Today, I partner with organizations in human-centered transformations.
I believe that sustainable transformation and impactful leadership starts with the individual. I created the Sand in the Gearbox diagnostic to help leaders check if their internal collaboration is working as a smooth engine—or if the human factor has become sand in the gears.
“Who I am is how I coach.”
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