Published online in Wiley Online Library (wileyonlinelibrary.com). DOI 10.1002/ert.21449 17 questions use a 1-to-5 scale, where 1 is no confidence at all, and 5 is very confident. The overall mean in the survey, which was conducted in March–April 2014, was 3.38, and this was with approximately 550 leaders from multiple firms reporting. Examining the details of the confidence question shows that from 2012 (the last time the question was asked) to 2014, the mean score dropped by .05 points overall, but for the subset of people who responded both times (151), the decline was .08 points. In this same survey, we collected data on the firm’s financial performance. Using these data, we found a significant correlation between confidence in ability to change and firm-level performance. We cannot, in this study, lay claim to causation; however, we can say these two variables are related in a positive direction. When change confidence improves, firm performance also is higher. We also found that change confidence is significantly related to employees’ perceptions that their firms can execute on vision. In our fieldwork, we see within individual organizations that confidence is an influential factor in driving growth and success in meeting firm-level goals. Consider the parallel case of consumer confidence. When customers are confident, they buy more. When employees are confident, they give more time and energy to their companies. High levels of confidence result in reduced turnover, more positive attitudes toward the organization, Change is escalating, and the current models of managing change do not seem to be working well. Numerous reports concur with the following from a summary of the report by Ken Blanchard’s team1: “Up to 70 percent of all change initiatives fail; a figure so high it means that most change initiatives are doomed to failure from the start.” This fact seems to be supported by some of our own data showing that the leaders who are managing these changes are reporting a lack of confidence in their own organizations’ ability to change, and it seems to be getting worse over time. For these reasons, the art and science of change management is due for a change. For openers, managers should: