Change is hard. Companies launch campaigns. Employees reluctantly adjust at their own pace; or worse, simply continue what they’ve always done. Everyone gets discouraged, and everything moves slower than expected.
Traditional theory would have organizations communicating a vision for change as widely as possible. But while trying to win over everyone at once is a noble goal, it often leads to energy wasted. In my experience, getting 16 percent onboard – the right 16 percent – is what it takes to set a transformation in motion. And this requires looking at change through a different lens.