Ever tried to change anyone’s behavior at work? It can be extremely frustrating. So often the effort produces an opposite result: rupturing the relationship, diminishing job performance, or causing the person to dig in their heels. Still, some approaches clearly work better than others.
We reviewed a dataset of 2,852 direct reports of 559 leaders. The direct reports rated their managers on 49 behaviors and also assessed the leaders on their effectiveness at leading change – specifically, the managers’ ability to influence others to move in the direction the organization wanted to go. We then analyzed those who had the highest and lowest ratings on their ability to lead change, and compared that with the other behaviors we’d measured.
We found that some behaviors were less helpful in changing others. We found two that had little to no impact, thereby providing useful guidance on what not to do: