a solution that is technically "right"

Just having a solution that is technically "right" does not guarantee that employees will make the necessary changes to their behaviors and work processes. Employee commitment, buy-in, and adoption do not stem from the rightness of the solution, but rather from the employees moving through their own change process. It takes more than the right solution to move employees out of the current state that they know and into the future state they do not know (and sometimes fear).

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.31

what is change management?

Change management is the application of processes and tools to manage the people side of change from a current state to a new future state so that the desired results of the change (and expected return on investment) are achieved.

Jeffrey M. Hiatt & Timothy J. Creasey

Change Management: The People Side of Change, by Jeffrey M. Hiatt & Timothy J. Creasey Prosci Inc. 2012. P.9

futures that were not predicted to happen

[Leadership isn't] about giving great speeches or being liked or charismatic. It's about delivering results and realizing futures that were not predicted to happen. Period.

That's why executives are paid the big bucks. Part of their job is to realize a future that's not going to happen through managing what's already in place. And that's also why leadership is typically not an "I" thing. It requires enrolling others to see something possible for themselves and their team that wasn't there before...

An organization that remains rooted in doing the same things the same way will be left behind. It's inevitable. Everything changes--from technology to consumer demand and everything in between--and because of that, it's crucial to imagine what has never been imagined before (at least for that specific organization).

It's the leaders who stand on the precipice of impossible and show the world (their employees, team members, or close friends and confidants) where they want to go. Where they wish to lead.

Tanya Prive

"Where Does Management Stop and Leadership Start?" Inc.com. January 27, 2022

when we have a vision of what we can become

How do we develop desires? Few will have the kind of crisis that motivated Aron Ralston, but his experience provides a valuable lesson about developing desires. While Ralston was hiking in a remote canyon in southern Utah, an 800-pound (360 kg) rock shifted suddenly and trapped his right arm. For five lonely days he struggled to free himself. When he was about to give up and accept death, he had a vision of a three-year-old boy running toward him and being scooped up with his left arm. Understanding this as a vision of his future son and an assurance that he could still live, Ralston summoned the courage and took drastic action to save his life before his strength ran out. He broke the two bones in his trapped right arm and then used the knife in his multitool to cut off that arm. He then summoned the strength to hike five miles (8 km) for help. What an example of the power of an overwhelming desire! When we have a vision of what we can become, our desire and our power to act increase enormously.

Dallin Oaks

"Desire," General Conference. April 2011

faith in the future

For every worry under the sun,

There is a remedy, or there is none;

If there be one, hurry and find it,

If there be none, never mind it.

–LeGrand Richards, CN 31 March 1979,4

We must have faith in the future regardless of the ultimate eventualities. There could be no greater calamity in this world than the calamity of sitting down and waiting for calamity. We must not let the things which we can’t do keep us from doing the things we can do…. The future will always be better for those who are best prepared.


Richard L. Evans, Church News, June 25, 1988, p.2 as found in Prophetic Statements on Food Storage for Latter-day Saints by Neil H. Leash. Cedar Fort. 1999. p.184