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Here is an excerpt from an article written by Joseph Grenny for Harvard Business Review and the HBR Blog Network. To read the complete article, check out the wealth of free resources, obtain subscription information, and receive HBR email alerts, please click here.

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Paula is a new manager. That’s the good news.

The bad news is that she was handed a leaky bag.

The branch she will now manage has some long-standing norms she sees as unproductive and possibly unethical. Staff members routinely spend working hours on personal projects. Employees neglect customers to take extended lunch breaks. In addition, Paula’s predecessor routinely rated everyone a “5” on a five-point scale, but she was struggling to find a single “5” in the entire group.

As the individual and group performance picture became clear to Paula, she began to pine for the simplicity of her life as an individual contributor.

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Most new managers quickly see things they’d like to change. New leaders are advised to take some time to listen and appreciate what is, rather than make their own mark at the risk of appearing self-centered or authoritarian. But what should you do when the need for change is profound and urgent? How can you minimize resistance while honoring your fundamental duty?

There’s a difference between addressing bad behavior and changing bad norms. The first requires confronting the inappropriate meanderings of one or two individuals. The second is about resetting the norms of an entire group. Here are some suggestions for new managers who see the need for quick and fundamental change.

Is it me or is it them? First, get feedback from trusted sources to ensure your concerns are a matter of principle not of taste. For example, Paula should consult HR to ensure her new standards don’t conflict with company policy. She might also tap into colleagues who fit three criteria: (1) having a view of her work group; (2) having a sense of broader company norms; and (3) telling her the truth — even if she doesn’t like it. If the problems are open-and-shut violations of policy, notify HR or other appropriate channels. But if the issues are more in the gray zone, move to the next step.

Establish air cover. The big problem with bad norms is you don’t know how high and wide the acceptance runs. If, for example, your peer managers in this new location give tacit approval to personal indulgences during work hours, it’s much harder to establish new norms. It’ll be even harder if those above you have enabled the behavior. If that is the case, then you’ll need to have a conversation with peer managers and your boss before addressing your work group.

If it turns out that you need to align with your boss and peers, gather facts before broaching the topic. Collect data about the frequency of the problems and do some rough calculations of the effect on costs, customer service, or other important business results. When you approach your colleagues and boss with the business case for making changes, be sure not to come across as indignant or self-righteous — after all, they may be part of the problem. If you make it an ethical crusade, you might be dismissed as a zealot rather than respected as an effective leader.

Your goal in these conversations is to establish common cause — or at least active consent — with them. Don’t push faster than they’re willing to go. Let the data do the talking, and let them come to conclusions with you about what to do.

When you’ve confirmed support, get it in writing. Emails are fine, but let those who weigh in know you intend to cite their position.

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Here is a direct link to the complete article.

Joseph Grenny is a four-time New York Times bestselling author, keynote speaker, and leading social scientist for business performance. His work has been translated into 28 languages, is available in 36 countries, and has generated results for 300 of the Fortune 500. He is the cofounder of VitalSmarts, an innovator in corporate training and leadership development.