Behavior change is hard, but it’s a skill leaders who want to succeed amid near-constant organizational change need to develop. By increasing their self-awareness, committing to change, overcoming limiting thoughts, and deliberately practicing new behaviors, leaders raise the likelihood that the change initiatives they’re tasked to lead will be successful.

Leadership development has always been and will continue to be a pressing need in the workplace. Trouble is, “people development” is often among the first budget items to take a hit in tough times. You may have noticed: We’re living in tough times.

When it comes to leadership development, the business case for investing in the “best” given limited organizational resources appears straightforward: Individuals who have a demonstrated track record of success deserve to be recognized, right? They also seem like sure bets who will benefit the most from development opportunities because they have the requisite experience and capabilities to grow. But the individuals who receive the most development are often the ones who arguably need it the least.

That strategy execution is one of the greatest organizational challenges is nothing new. The causes of derailed strategies have been well chronicled — from not actually being strategies, to organization dysfunction and misalignment, to excessive internal focus.