Initiating a permanent behavior change is a difficult process to master. While it can be difficult to prompt even the slightest modification, the task is even more challenging when you’re trying to cultivate strong leadership skills. Nonetheless, it’s an art form that must be perfected when developing new managers and executives.

Personal Resistance

The first step in changing a person’s behavior revolves around his or her actual level of participation. Some employees are highly receptive to any sort of change. On the other hand, there will always be naysayers and critics.

You can take a number of steps to boost employees’ willingness to change. For starters, try to lay out a timeline, game plan or curriculum when you first meet a new group. You might be surprised at how far this simple act of consideration and communication can go.

You’ll also want to remind them of the benefits of change. While there’s no denying the risk involved, many behavior changes — particularly those that involve the help of a change management specialist — are beneficial to everyone involved. Such rewards are specific to each company and its ultimate goals, but they may include lower stress, greater employee morale, improved flexibility, and, in some cases, an increase in pay or other compensation.

Corporate Disorganization

While the majority of barriers pertain to individual trainees, some obstacles are actually created by the companies themselves. Problems at the corporate level, which include a lack of organization, ineffective management and a host of others, often trickle down to the lower ranks. It can be incredibly difficult and sometimes downright impossible to deprogram such nuances in your management candidates, but it’s a step that must be taken in order to refine the skills of any future leader.

In this situation, you’ll have no choice but to start with small, simple steps. This is especially true when working with large groups of trainees from a single company, all of whom may be under the same false impression or following the same misguided advice.

When trying to highlight some specific barriers to groups of students, be sure to explain exactly how and why these barriers are so detrimental to change. More importantly, answer any questions your trainees may have in a clear and thorough manner. Doing so will help them understand some of the underlying issues behind their own ways of thinking and help them defeat these obstacles on their own.

Lack of Insight

Although many trainers fail to realize it, some of their deficiencies can be traced back to their own lack of insight into their company’s culture or an individual’s career history. Unless you’re armed with this knowledge, it will be next to impossible for you to facilitate any kind of meaningful change in your trainees.

Thankfully, there are numerous methods to employ when researching the backgrounds of companies and their employees. Asking for this information outright is the simplest and most straightforward solution. However, remember that information obtained directly from the source tends to be one-sided and boastful of only positive traits and accomplishments. Don’t hesitate to use the internet to supplement the details that leaders provide.

Proactive trainers initiate follow-up communications with their recent program graduates via email, telephone or even face-to-face. Either way, it’s a good idea to solicit direct feedback from each participant privately and confidentially.

Introducing Change and Making It Stick

Now that you know how to overcome some of the biggest barriers to organizational change, it’s time to implement some transformations and, more importantly, make them stick. By counteracting personal resistance, reversing corporate disorganization and ensuring your own knowledge, you can become the leader that you’re developing in others.

Sarah Landrum is a freelance writer and blogger who writes about career and education opportunities.