3) Build an emotional and rational case for change
Many leaders are good at building the rational case for change to help build that sense of urgency mentioned previously, but they are less adept in appealing to people’s emotional core. Yet, the employees’ emotions are where the momentum for real transformation ultimately lies. Emotions are heavily involved in changing driver behavior, after all – how many people out there don’t think they are a good driver? People aren’t going to consider anything until they are convinced there is a problem that truly needs to be addressed, so, create a dialogue with them but don’t just focus on the rational need for change appeal to their emotions.