Let’s say that you’ve concluded that your organization needs to change if it’s going to build a highly engaged workforce. You know you can’t make that change happen by yourself: you’re going to need buy-in from people all across the organization, especially the senior leadership team.
But you also know that some of those people will resist, because change always provokes resistance.
So what do you do?
You leverage—and if necessary even stimulate—dissatisfaction with the organization’s performance to build a strong business case for change. That may sound easy, but it’s not—and it also comes with some very real risk—but if you want real change, it’s necessary.
By: Joe Patrnchak