| | | Today’s Tip | | Start a Change Effort by Acknowledging Past Efforts That Failed | | When it comes to organizational change, most companies have some track record of failure. That's why leaders who are beginning new change efforts should acknowledge those that fell short in the past. Employees have seen their fair share of these failures, which means they're likely to view your approach with skepticism, no matter how promising you think it is. To win them over, show that you understand the frustration they feel. Talk about the time, effort, and emotional commitment they put toward past change efforts, and apologize for those efforts' underwhelming results. (Yes, apologize — even if you weren't at fault.) Explaining why previous initiatives failed, in detail, will strengthen your credibility. You should also explain why the new approach has a good chance of succeeding, making the case with evidence and no-nonsense forthrightness. Being honest and open in your delivery will help to dispel employees' cynicism, which will help you avoid the fate of your predecessors. | | This tip is adapted from “Leading Change in a Company That's Historically Bad At It,” by Ron Carucci | | |  | | Access the very best. | | With a HBR subscription, you'll get access to 50 of our best-selling articles and a wealth of content and resources, written by the world's leading business minds. | | | | |  | | Article | | What Makes a Leader | | by Daniel Goleman | | Skills and smarts matter, but emotional intelligence matters more. Subscribers have exclusive access to this and other leadership classics in our 50 best-selling articles collection. | | | | | | | | | | | |
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