May 25, 2025 • 9 mins
There is a common misconception that people resist change. I believe people don’t mind change. What they mind is feeling bad about it.
If you want transformational levels of growth, understanding how the change impacts workers and stakeholders, how the change makes them feel must be recognised, respected, reflected on with a warm heart and responded to accordingly - let's explore....
Support Data
Rocking your Strategy
https://rockyourstrategy.com/how-to-cascade-strategy-to-deliver-excellent-results/
Dream Dare Dazzle
If you want transformational levels of growth, understanding how the change impacts workers and stakeholders, how the change makes them feel must be recognised, respected, reflected on with a warm heart and responded to accordingly - let's explore....
Support Data
Rocking your Strategy
https://rockyourstrategy.com/how-to-cascade-strategy-to-deliver-excellent-results/
Dream Dare Dazzle
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:04):
Hello again everyone, and welcome back. Let's talk about cascading
excellence throughout your organization. Last week we talked about about sharing,
sharing light the nemonic throughout our organization, and that stood
(00:25):
for listening, integrity, generosity, heart to heart and telling their truth.
This week, it's all about cascading excellence throughout your organization.
I believe there's a common misconception that people resist change.
(00:51):
I don't really agree with that. One of my colleagues
and also coach as well, he said, people don't mind
change what the mind is feeling badly about it. If
a leadership project or change initiatives leads workers feeling let's say, incompetent, dumb,
(01:16):
or lazy, they'll just resist change. They may agree with
the necessary changes, but by adopting the changes, they end
up feeling a wee bit inferior, are not so good,
a wee bit incompetent. The change will stall and accelerated
(01:37):
performance is virtually impossible. Does this mean that leaders must
become therapists and walk through the organization asking them how
they feel about change? Well, yes and no, I suppose. Yeah.
(01:57):
I'm not recommending for a moment that leaders emulate the
people be seeing television, the kind of therapists and what
can we do for you, what's motivating, what's troubling you today?
None of that, None of that. You're off the hoop
for that. But what suggests is it's about one of
(02:24):
my friends, Jeff Marlow, who talks about a three D mindset.
It's understanding from the opposite side, from someone else's perspective.
It's Johari principle. What's happening in the mirror behind you?
Or is it that you're not aware of? Ever, what
(02:46):
I'm suggesting is that if you want really great transformational
levels of growth, understanding and how change impacts your workers
and stakeholders, how they change makes them feel they need
to where they want to be recognized, respected and reflected
(03:10):
like a bit of with a bit of empathy and
responding to in a good way. When a leader can't
talk about how people are faring during change, they seem
a wee bit a touch clueless, are just not interested,
and people feel like just a cog and a big
(03:32):
big wheel. However, when a leader has got the pay
capability and can discuss emotional bits of change and how
people are faring workers and stakeholders, they feel hair. It's
all about feeling valued. They're open to hearing a leader's
(03:53):
thoughts on an extent. Their act is this active listening
to What I would suggest is is three Cascadian communication strategies.
It's about defining the what, articulating the why, and partnering
(04:17):
on the how, Yes, the why and the how. So
defining the what, leaders must answer what what is? The
folks must do? What must be accompanies leaders? They really
need to paint a compelling image of the future. It's
(04:40):
exciting and nobling, uplifting and compelling. Articulating the why. Leaders
must also present great reasons why why you're reaching the
attainment of the future. This future is in everyone's best interest.
(05:00):
The why portion of cascading excellence touches both a head
and heart of workers, leaves them saying, ay, you're right, Yes,
you're right. Partnering on the how. Workers and stakeholders have
a voice or asked for their vice, allowed to have
their fingerprints all over the project plan are changed innitative view.
(05:24):
The change is their idea. They all make promises, set
procies that fosters its its achievement. We talked a bit
about it before, about about your transformation. Why Individual transformation matters.
(05:44):
If leaders want an organization in the organizational transformation they have,
they have to be prepared to undergo individual transformation first.
Pretty simple but often often overlooked. What a leader does
every day communicate what's important to her to him as
(06:07):
she made promises to continually learn new ways of helping
customers and workers flurries. Does she have priorities that create
I value for our stakeholders. If leaders want to cultivate
organizational excellence, they must must first cultivate individual excellence. It's
(06:34):
disingenuous at best to pronounce workers and customer excellence as
an aspiration that's not negotiable, and then to live in
ways that support what you're doing. The status called listen
not means words. If you want to cascade excellence into
every customer and worker experience you, you, as a leader, must
(06:58):
embrace doing personal and professional excellence. Leaders are role models
for change, growth, innovation, of transformation that every move and
conversations are being watched and in turn are opportunities to
live out their purpose, promises and priorities. If this makes
(07:22):
you a wee bit nervous, it should, But there's great news.
Workers they're not looking for perfection. They're looking for someone
who instills confidence, courage, and clarity about helping them to flourish,
do their best work, make their lives easier. These aspirations
(07:43):
gather tremendous good will and foster's partnership. Partnership with leaders, workers, leaders, stakeholders.
It helps them. They all get together. It's the team dynamics.
It gains an energy to cascade excellence throughout an organization.
(08:06):
It's having that internal spirit. It's like it's like the
football team on their their cup final and they all
come together, all work on the team, off the team
to support till the end. They keep ongoing, pushing, looking
for excellence, to be the very best version of themselves.
(08:28):
Next week, we will have a wee look at your
transformational leadership project and we'll do a deep dive because
I believe that there's marvelous reservoirs of talent in your organization.
But what I'd like to discuss what the next week
(08:50):
is a number of reasons why your talent is not
realizing its full potential. To then have a tremendous week
and think about how you defining the hot, articulating the
why and partnering on the hearth finer mm hmm,
Hello again everyone, and welcome back. Let's talk about cascading
excellence throughout your organization. Last week we talked about about sharing,
sharing light the nemonic throughout our organization, and that stood
(00:25):
for listening, integrity, generosity, heart to heart and telling their truth.
This week, it's all about cascading excellence throughout your organization.
I believe there's a common misconception that people resist change.
(00:51):
I don't really agree with that. One of my colleagues
and also coach as well, he said, people don't mind
change what the mind is feeling badly about it. If
a leadership project or change initiatives leads workers feeling let's say, incompetent, dumb,
(01:16):
or lazy, they'll just resist change. They may agree with
the necessary changes, but by adopting the changes, they end
up feeling a wee bit inferior, are not so good,
a wee bit incompetent. The change will stall and accelerated
(01:37):
performance is virtually impossible. Does this mean that leaders must
become therapists and walk through the organization asking them how
they feel about change? Well, yes and no, I suppose. Yeah.
(01:57):
I'm not recommending for a moment that leaders emulate the
people be seeing television, the kind of therapists and what
can we do for you, what's motivating, what's troubling you today?
None of that, None of that. You're off the hoop
for that. But what suggests is it's about one of
(02:24):
my friends, Jeff Marlow, who talks about a three D mindset.
It's understanding from the opposite side, from someone else's perspective.
It's Johari principle. What's happening in the mirror behind you?
Or is it that you're not aware of? Ever, what
(02:46):
I'm suggesting is that if you want really great transformational
levels of growth, understanding and how change impacts your workers
and stakeholders, how they change makes them feel they need
to where they want to be recognized, respected and reflected
(03:10):
like a bit of with a bit of empathy and
responding to in a good way. When a leader can't
talk about how people are faring during change, they seem
a wee bit a touch clueless, are just not interested,
and people feel like just a cog and a big
(03:32):
big wheel. However, when a leader has got the pay
capability and can discuss emotional bits of change and how
people are faring workers and stakeholders, they feel hair. It's
all about feeling valued. They're open to hearing a leader's
(03:53):
thoughts on an extent. Their act is this active listening
to What I would suggest is is three Cascadian communication strategies.
It's about defining the what, articulating the why, and partnering
(04:17):
on the how, Yes, the why and the how. So
defining the what, leaders must answer what what is? The
folks must do? What must be accompanies leaders? They really
need to paint a compelling image of the future. It's
(04:40):
exciting and nobling, uplifting and compelling. Articulating the why. Leaders
must also present great reasons why why you're reaching the
attainment of the future. This future is in everyone's best interest.
(05:00):
The why portion of cascading excellence touches both a head
and heart of workers, leaves them saying, ay, you're right, Yes,
you're right. Partnering on the how. Workers and stakeholders have
a voice or asked for their vice, allowed to have
their fingerprints all over the project plan are changed innitative view.
(05:24):
The change is their idea. They all make promises, set
procies that fosters its its achievement. We talked a bit
about it before, about about your transformation. Why Individual transformation matters.
(05:44):
If leaders want an organization in the organizational transformation they have,
they have to be prepared to undergo individual transformation first.
Pretty simple but often often overlooked. What a leader does
every day communicate what's important to her to him as
(06:07):
she made promises to continually learn new ways of helping
customers and workers flurries. Does she have priorities that create
I value for our stakeholders. If leaders want to cultivate
organizational excellence, they must must first cultivate individual excellence. It's
(06:34):
disingenuous at best to pronounce workers and customer excellence as
an aspiration that's not negotiable, and then to live in
ways that support what you're doing. The status called listen
not means words. If you want to cascade excellence into
every customer and worker experience you, you, as a leader, must
(06:58):
embrace doing personal and professional excellence. Leaders are role models
for change, growth, innovation, of transformation that every move and
conversations are being watched and in turn are opportunities to
live out their purpose, promises and priorities. If this makes
(07:22):
you a wee bit nervous, it should, But there's great news.
Workers they're not looking for perfection. They're looking for someone
who instills confidence, courage, and clarity about helping them to flourish,
do their best work, make their lives easier. These aspirations
(07:43):
gather tremendous good will and foster's partnership. Partnership with leaders, workers, leaders, stakeholders.
It helps them. They all get together. It's the team dynamics.
It gains an energy to cascade excellence throughout an organization.
(08:06):
It's having that internal spirit. It's like it's like the
football team on their their cup final and they all
come together, all work on the team, off the team
to support till the end. They keep ongoing, pushing, looking
for excellence, to be the very best version of themselves.
(08:28):
Next week, we will have a wee look at your
transformational leadership project and we'll do a deep dive because
I believe that there's marvelous reservoirs of talent in your organization.
But what I'd like to discuss what the next week
(08:50):
is a number of reasons why your talent is not
realizing its full potential. To then have a tremendous week
and think about how you defining the hot, articulating the
why and partnering on the hearth finer mm hmm,
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