One of my key learnings about implementing change is the importance of top management support.

If a change effort — particularly one that impacts everyone in the organization — is not central to the top managers' thinking, it probably won't succeed.

In retrospect, I think a key reason our “Don't Mark My Paper, Help Me Get an A” performance review philosophy was effectively implemented was because it grew out of my leadership point of view — my beliefs about leading and motivating people. Because the top managers' beliefs about leadership are so crucial to effecting successful change, in the next part of the book, I will share my own leadership point of view, in the hope that it will serve as a helpful example.

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