When it comes to gaining traction for a change in an organization, credibility trumps reason. Establishing such credibility demands we are neither deceptive with the language, data, and metrics we choose, nor coercive with the standards being implemented.
When leading any change effort, no matter if you are a senior executive, a middle manager, or front line staff, the key to establishing yourself as credible is this: those being asked to change have to see that, even while dealing with your own concerns, you have a sincere interest in dealing with theirs as well. Most people believe they act with the best of intentions and motives, even if others may not be doing the same. In reality, (most) people don't intend to be deceptive or coercive, but may inadvertently or unintentionally do so given the way they deal with language, data, metrics, and standards. Because they were well intentioned, this person then may not understand why their change efforts are unsuccessful.
But recall, you don’t determine how credible you are on a given topic: others decide that based on how you act in that circumstance. A history of acting credibly in previous situations helps to establish trust in your motives, but it does not automatically confer credibility in the current circumstances. Of course, previous experience when you have not been credible puts you behind the eight ball starting off. Unless you are aware of this reality, it is incredibly easy to be inadvertently deceptive or unintentionally coercive despite your best intentions. The effect is the same whether or not you were deceptive and coercive on purpose.