Let’s imagine that, as an organizational leader, you come up with the most fabulous idea ever. This idea is so good it stands to render all references to sliced bread obsolete.

All you have to do is get your peers and the company on board with the changes necessary for the idea to come to life. However, you know the effort will be worth it when the results come rolling in a year or two from now.Sadly, the prognosis for this idea is poor. For a new idea or strategy to take root and grow into something meaningful, a lot of things have to go right. Most of those “things” are related to getting people to think and act differently.

In too many instances, leaders sponsoring or proposing big changes under-estimate the complexity of bringing these initiatives life. It pays to understand the obstacles and to develop strategies that mitigate their impact.

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