Have you ever wondered why certain beliefs are so difficult to change, even when presented with new evidence? In The Diary of a CEO, Steven Bartlett introduces a concept that profoundly shifted my perspective as an HR professional: you do not get to choose what you believe. This idea goes beyond personal convictions and touches on how we approach employee engagement, development, and change management. Beliefs whether they’re about ourselves, others, or the world—are shaped by experiences and can be surprisingly resistant to change, even in the face of solid evidence.

This brings up a critical point in the HR industry: why do we assume that employees can easily shift their beliefs just because we present them with data, policies, or motivational speeches? We expect employees to “buy in” to new initiatives or adapt to company changes without considering the deep- seated beliefs that may be holding them back.

In HR, we know that behavior drives performance, and at the root of behavior are beliefs. However, if these beliefs were formed through years of experience or reinforced through setbacks and failures, can we really expect them to change overnight? In many cases, our HR strategies rely too heavily on logic and data, hoping that if we just show employees the right information, they’ll naturally align their actions with the company’s goals. But that’s not how belief systems work.

Take, for instance, an employee who consistently doubts their own abilities due to past failures. No amount of positive performance reviews or data showing their success will instantly alter their self- belief. Bartlett’s work highlights that beliefs are only changed by new, trusted evidence that people can experience firsthand. This is where HR must step in, not just as enforcers of policies, but as facilitators of new experiences that challenge and reshape limiting beliefs.

In Bartlett’s book, he demonstrates that seeing is believing. This couldn’t be more relevant to HR. If we want employees to adopt new mindsets, we must create opportunities for them to experience success and change firsthand. For example, if someone lacks confidence in public speaking, assigning them small speaking roles, providing supportive feedback, and celebrating their progress will give them the firsthand evidence they need to build confidence not just our words of encouragement.

We need to create environments where employees can experience new, positive outcomes that challenge their limiting beliefs. This is especially true when it comes to resistance to organizational change. Presenting data on the benefits of a new system or policy isn’t enough employees need to see and feel the impact themselves before they believe in it.

One of the most interesting concepts from Bartlett is that you can’t change someone’s beliefs by attacking them head-on. How often have we, in HR, tried to convince employees of something by presenting data and logic, only to be met with resistance? This is because, as Bartlett explains, people don’t change their beliefs unless they trust the evidence presented and they have firsthand experience of it. In HR, this means that we can’t simply push through change initiatives with numbers and presentations. We need to involve employees in the process, let them experience the benefits of change firsthand, and build trust along the way.

In fact, research shows that people are more likely to change their beliefs if the new evidence is something they want to hear. This is where HR can excel by crafting narratives that align with employee motivations and values. Instead of telling employees what they should believe, we can present them with opportunities that allow them to experience new realities themselves whether that’s through personal development, leadership opportunities, or new work challenges.

Our role as HR professionals isn’t just about managing policies and enforcing rules it’s about helping employees evolve their beliefs in a way that supports both their personal growth and the company’s objectives. This means moving away from traditional methods of delivering information and toward creating experiences that challenge and transform the way employees see themselves and their work.

As we look at the future of HR, I believe we need to focus on designing experiences not just workflows. We need to move away from data-heavy presentations and focus on creating environments where employees can witness change, experience growth, and form new beliefs based on firsthand evidence.

This approach not only transforms employees but also builds trust, loyalty, and a culture of continuous development. And ultimately, that’s what HR should be about—creating belief systems that empower both individuals and organizations to thrive.

Bartlett’s law that “you do not get to choose what you believe” is a powerful reminder for HR professionals. If we want to drive meaningful change, we need to move beyond the traditional approaches of logic and data and focus on creating environments where employees can experience new evidence for themselves. Beliefs are shaped by experiences, not words. And if we, as HR leaders, embrace this truth, we can create more dynamic, innovative, and growth-oriented workplaces.

By shifting our focus from simply delivering information to facilitating experiences, we have the opportunity to redefine the future of HR. It’s about creating belief systems that fuel growth, both for employees and the organizations they’re a part of.

Actionable Ways to Implement These Ideas:

• Create Small Wins: Instead of overwhelming employees with large tasks, break goals into smaller, manageable actions. Let them experience success in stages.
  • Involve Employees in Change: Involve employees in pilot projects. Let them experience firsthand how the change impacts their day-to-day.
  • Provide Personal Development Opportunities: Allow employees to take on new roles or projects that challenge their current skill set and provide feedback that reinforces growth.
  • Build Trust in Leadership: Trust is key to changing beliefs. Engage in regular, open dialogues with employees, letting them know their concerns are heard, and acting on their feedback.

Let’s start designing those experiences.

How has this concept of unshakable beliefs played out in your own experiences? I’d love to hear how you’ve navigated challenging situations or helped shift mindsets in your workplace. What strategies have you found effective in overcoming deeply rooted beliefs and driving meaningful change?