Communication comes in both words and deeds, so clear procedures, goals, methods, and deadlines are required. In successful transformations, leaders actively look for ways to obtain clear performance improvements, establish goals in an annual planning system, achieve these objectives, and reward the people involved with recognition, promotions, or financial incentives. Nothing undermines the communication of a change vision more than the behaviour on the part of key players that seems inconsistent with the vision. I think attitude training is just as important as skills training as guilt, political considerations and concerns over short-term results stop people from having honest discussions. It’s not possible to change habits built up over years and in some cases decades after only one workshop.
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