CHAPTER 6
How to Get Your Team on Board with a Major Change
George, head of the Asia-Pacific region for a global industry leader, was running the annual meeting of his group’s 300 executives and managers. After reviewing the year to date and addressing the changing context for the coming year, he was heading for the usual wrap-up. This time, however, he had a key decision to share with his people, a decision, he told us, he felt both resolute in and nervous to share. Their operating model—the model that everybody knew and understood and that guided every interaction—needed to change.
George backed up his decision by explaining that the current model wasn’t working well in supporting increased ...
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