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Achieving desirable shifts in workplace habits and routines can be extremely tricky, even baffling. Part of the problem involves a lack of understanding of what makes some good ideas and innovations catch on, while others struggle to gain traction. This article addresses a specific barrier to achieving returns on investments aimed at changing behaviour in the workplace, where a leadership blind spot has too many organizations attempting to improve performance via long-term behavioural changes while neglecting what it takes to really make behaviour change happen. Importing new behaviours into an organization can prove more useful for achieving an energized work environment than any strategy or process. Applied behaviour analysis offers tools to improve the performance of leaders, organizations and employees. The disciplined use of these tools is called behavioural leadership, which underpins a reliable, replicable technology for managing behaviour and implementing change.