Friday’s Change Reflection Quote - Leadership of Change® - Change Leaders Prioritise Societal Needs
- Peter F Gallagher
- 22 hours ago
- 5 min read
🎓 FCRQ175 Leadership Learning!
On 5 December 1933, the United States ratified the 21st Amendment to its Constitution, repealing the 18th Amendment and ending Prohibition. This marked the conclusion of a 13-year national experiment in banning the manufacture, sale, and transportation of alcoholic beverages. The repeal was achieved when Utah became the 36th state to ratify the amendment, providing the required three-quarters majority. Prohibition had been introduced in 1920, driven by the temperance movement’s moral ambition to reshape social behaviour. However, the policy quickly revealed unintended consequences, including the rise of organised crime and widespread illegal distribution. By the early 1930s, public opinion had shifted decisively against Prohibition, and repeal became inevitable. The historical facts are well established. Prohibition was enacted through the 18th Amendment in 1919, came into force in 1920, and was enforced through the Volstead Act, which defined intoxicating liquors and established penalties. Organised crime flourished, with figures such as Al Capone building empires around bootlegging. Speakeasies became common in urban centres, and enforcement proved inconsistent. The federal government lost billions in potential tax revenue as ordinary citizens continued to drink in defiance of the law. By 1933, the economic pressures of the Great Depression and the failure of enforcement made repeal a political necessity. President Franklin D. Roosevelt had campaigned for repeal in 1932, and his administration’s support ensured momentum for ratification. The ratification of the 21st Amendment was unique because it remains the only amendment to repeal another, and it was approved through state conventions rather than legislatures, reflecting the urgency of the issue. The repeal did not mean alcohol became unregulated. States retained authority to determine their own systems of control, and some maintained restrictions for decades, with Mississippi remaining a dry state until 1966. This event demonstrated the need for governance to adapt when policy objectives no longer align with societal realities. Prohibition had been introduced with moral purpose but had failed in practice, and its repeal reflected a pragmatic recognition that the law had become unenforceable and socially damaging. The historical significance of the repeal lies in its illustration of the balance between moral aspiration and practical governance. It showed how leaders must confront the consequences of their decisions and adjust policy in line with public sentiment. The repeal of Prohibition helped restore public trust, stabilised revenue streams, and reduced the influence of organised crime. It also underscored the need for adaptive leadership during times of crisis. In today’s context, the lesson is that policies must be continually evaluated against outcomes, and leaders must intervene when the gap between intention and reality becomes too wide.
✅ Change Leadership Lessons: Prohibition’s rise and repeal illustrate how leaders must respond when societal realities diverge from policy intentions. Leaders of change must recognise when established policies fail, intervening decisively to restore trust and align governance with reality. They must listen carefully to society, acknowledge shifts in opinion, and adjust direction to maintain legitimacy and credibility. Change leaders must account for financial consequences, ensuring decisions do not undermine long-term economic stability or weaken institutional resilience. They must anticipate and address unforeseen outcomes, ensuring interventions minimise harm while strengthening governance and institutional accountability. Leaders of change must demonstrate courage to reverse course, showing accountability and prioritising effectiveness over rigid adherence to ideology. Change Leaders Prioritise Societal Needs.
“Change leadership demands courage to intervene, recognising economic reality and failure, restoring trust, and aligning governance with reality and societal needs.”
👉 Application - Change Leadership Responsibility 3 - Intervene to Ensure Sustainable Change: The repeal of Prohibition demonstrates how leaders must intervene when well-intended strategies create outcomes that undermine organisational or societal stability. Within organisations, similar patterns emerge when policies are maintained despite evidence that they no longer serve their purpose. Change leaders must recognise when established approaches generate operational strain, cultural resistance, or reputational risk. Intervening early means examining the assumptions underpinning policy decisions, assessing whether governance structures support intended outcomes, and ensuring accountability mechanisms are strong enough to manage emerging risks. Sustainable change depends on leaders being willing to revise or replace initiatives that are not delivering value, even when they were introduced with positive intentions. When organisational leaders intervene decisively, they shift organisational thinking from defensive justification to proactive adaptation, strengthening trust and enabling long-term resilience.
Final Thoughts: AI continues to accelerate organisational transformation, making adaptive and accountable leadership more important than ever. The lessons from Prohibition remind us that policies and practices must evolve when evidence shows they no longer meet societal or organisational needs. Leaders who pair technological progress with ethical judgement and responsive governance will guide their organisations with clarity and credibility.
Further Reading: Change Management Leadership - Leadership of Change® Volume 4.
About the Friday Change Reflection Quotes (FCRQs):
The objective of the Friday Change Reflection Quotes (FCRQs) is to provide insightful reflections on leadership and change management, drawing lessons from historical figures and events to inspire organisations and their leaders to step up to their change responsibilities. By promoting lifelong continuous learning and professional development, FCRQs aim to elevate the change management profession beyond dilettantism while improving both organisational performance and society at large. This initiative directly confronts the organisational change management charade, challenges acts of implementation insanity, and works to prevent the repeated failure of expensive change and transformation efforts.
For insights on navigating organisational change, feel free to reach out at Peter.gallagher@a2B.consulting.
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Peter consults, speaks, and writes on the Leadership of Change®.
He works exclusively with boards, CEOs, and senior leadership teams to prepare and align them to effectively and proactively lead their organisations through change and transformation.
For insights on navigating organisational change, feel free to reach out at Peter.gallagher@a2B.consulting or schedule a free consultation
Peter F. Gallagher is a leadership guru, change management global thought leader, organisational change authority, international corporate conference speaker, 15X author, and C-level change leadership coach.
Listed #7 in the “Top 30” for Global Gurus Leadership (2025) by Global Gurus.
Ranked #1 Change Management Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (2025-2024-2023-2022-2021-2020) by Thinkers360.
Listed #1 by leadersHum Top 40 Change Management Gurus You Should Follow in 2022 (Mar 2022).
Ranked #1 Business Strategy Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Business Strategy (2025) by Thinkers360.
Ranked #6 Leadership Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Leadership (April 2024) by Thinkers360.