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Daniel Rose

Fantastic points. It really is amazing how people can visualize what they want, but lack that ability to work backwards through the causal links.

Chris Young

Great post Steve! Part of being a leader is inspiring others with one's big picture vision, but you make an important point that change initiatives need to be rooted in the specific to reduced the desired behavioral changes.

I have featured your post in my weekly Rainmaker 'Fab Five' blog picks of the week (http://www.maximizepossibility.com/employee_retention/2010/11/the-rainmaker-fab-five-blog-picks-of-the-week.html) to share your thoughts with my readers who might be struggling with change initiatives themselves.

Be well!

- Chris Young

Steve Roesler

Chris, thanks so much for the recognition and opportunity to impact your readers. Here's to a good week!


Dawna Jones

As usual Steve, great point by point post. I think what concerns me most about the question is that, unless that manager is the only one who doesn't know what to do next, it signals that the culture has relied a bit too much command/control and isn't aware of it. Company cultures that support risk organize around shared vision or goals; instructions aren't required. People konw how to contribute their talent quite naturally when they are inspired by a goal they can sink their teeth into. I suspect that this change initiative is lined up for 'move forward' then 'roll back' because the underlying assumptions and unspoken rules about experimenting on the fringes boil down to don't... it is too risky. "Wait to be told and then you'll know what amount of risk taking will be tolerate."
I see this in organizations where the level of consciousness is operating below what is needed to pull the change initiative. People think it takes a long time to change culture. True when you are using the thinking that invented it... that is the case here i suspect.

Derek Irvine, Globoforce

Great post, Steve. "What, exactly, do you want me to do?" -- That's the key question. Getting people to agree to the *VALUE* of a proposed change is not the difficult part. Helping them implement the many big and little steps to make that change a reality -- now that's a challenge. Clearly telling people is certainly the first step. But then positively recognizing people and reinforcing those behaviors, efforts or outcomes is critical to making the change real for every employee.


Great Post. Being a leader is motivating individuals to see and work within your/the companies vision. Also, being a leader means motivating and helping employee take the first step and even the steps beyond to move toward the vision of the company.

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