Rather, you need to be out and about, pulling others into the change by soliciting their ideas and concerns. Once they start opening up, you'll want to reinforce their involvement with active listening. As others take part in shaping the change, they naturally develop a vested interest in its outcome. This sense of ownership is the fuel that helps change efforts take off. One of the greatest challenges you will face in leading change is helping others break free from the present way of doing things.
People have many motives for defending the status quo.
So you need to be a mental pry bar, pulling others from their attachment to the way things are. When others cling to comfort, you need to introduce an opposing view or point out problems with the current, familiar way of working. You have to champion the ideas that have never been tried before or that everyone thinks won't work. As a change leader, your job is to create an environment where the learning process is openly acknowledged and accepted as a necessary part of change. Part of that is making it okay to admit you don't know something, rather than just faking it.