 |
…weakness is a killer when guiding teams going through a big change.
|
54 |
 |
In an accelerating world, change visions are becoming bolder by necessity.
|
73 |
 |
…we should always remember that in a twenty-first-century world, the pace of external change is only going to increase.
|
80 |
 |
The direction of change is widely communicated, and communicated for both understanding and gut-level buy-in. The goal: to get as many people as possible acting to make the vision a reality.
|
83 |
 |
…most people will be nervous, even if they feel a sense of urgency to do something, even if they think the change drivers are okay, even if the vision is sensible.
|
86 |
 |
With clogged channels, even if someone is emotionally predisposed to want to understand a change vision, the information can become lost in the immense clutter.
|
89 |
 |
People in change-successful enterprises do a much better job than most in eliminating the destructive gap between words and deeds.
|
92 |
 |
…matching words and deeds is usually tough, even for a dedicated guiding team.
|
94 |
 |
With a sense of urgency, an emotional commitment to others on the guiding team, and a deep belief in the vision, change leaders will make personal sacrifices.
|
94 |
 |
In cases of highly successful change, people begin by confronting the issue.
|
104 |
