Companies often hire new leaders to spark transformation, yet without structural support, even the boldest individuals tend to revert to established norms. This challenge is typically rooted in systemic factors rather than shortcomings in personal performance. New leaders encounter intense pressure to conform to a business’s unspoken rules, which may directly oppose their official mandate to act boldly. What can seem like reluctance is often a sensible response to hidden risks. It’s essential for CEOs and members of the executive team to 1) diagnose why their change leader is pulling back; 2) fix systems that are pulling toward conformity; and 3) reset the work with clarity and air cover.

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