Rolling out a new tool takes a sprint. Getting people to change how they work takes months, if not a year. And the person that gap frustrates most is me.
I change quickly. When I see a better way of working I want to switch that day, and in the technical half of a transformation that speed is an asset. Stand up the pipeline, migrate the system, switch on the tool. Done, visible, measurable.
Then comes the human half, and my speed becomes the problem. When someone agrees with the new way in the meeting and quietly reverts by Thursday, they're not resisting me. I'm not asking them to learn a tool, I'm asking them to stop trusting habits that made them successful. That takes as long as it takes, and no amount of my impatience shortens it.
I don't have a silver bullet for this. Waiting for people to be ready is the hardest part of leading change for me, and I still get it wrong. What helps is treating the message like the product and iterating on it. If the document didn't land, I try a demo. If the demo didn't land, I sit with one person and let them try it themselves. Same change, different door.
I'm watching this exact gap open up with AI. The tools arrived in months. The habits will take years. If you're frustrated at the pace, the pace isn't the problem. Expecting people to move at the speed of software is. I'm still learning that too.