From Destruction to Rebirth

Please see my new article in The Times of Israel called "From Destruction to Rebirth."

As the Jewish people, we have routinely known destruction and rebirth. It is hardcoded into our Jewish DNA that when we sin, we incur (G-d forbid) His punishment, and when we find our way back to Hashem and do teshuvah then we are blessed with His merciful redemption.

This Passover, let us recommit to doing good in this world and in helping to move all our people from the Diaspora to "Next Year in Jerusalem" and the speedy rebuilding of the Holy Temple. Oh G-d, please complete our final redemption and let it be!

(AI generated image via Gemini)

 

From Destruction to Rebirth

Reaping What You Sow

I liked this saying from the Kibbutz:

If you don't say good morning to the tree, it won't say happy new year to you.

Wow, that is pretty wise.

The love and care you put into something every day is what eventually you will get out of it. 

According to you work is your reward.

Yes, (generally-speaking) you reap what you sow...that's the fruit of your labor. 

Consequences are real and they can be painful if you don't see the connection between your actions and the reactions. ;-)

(Credit Photo: Andy Blumenthal)

Reaping What You Sow

It Rises To The Top

So one of my friends who is dealing with some bad people in his work told me about his situation using a very interesting descriptive phrase:

"Cream may float to the top, but other things float too!"

Ah yes, in many cases the best ("the cream") climbs/rises to the top of the corporate ladder and extraordinary people are recognized with positions of leadership and influence to progress things. 

But in other cases, some really bad people (i.e. the sh*t) floats to the top based on lies and baloney promises and payback, malevolent power grabs, undermining of the competition, cronyism, or plain old corruption in the leadership suite. 

Yes, both the cream and the crap float to the top.

It is important to recognize who is who, and what is what. 

Not everyone who occupies the corner office belongs there. 

In some cases, they should never even be allowed in the building. 

In the end, you gotta believe that the stars shine, and the sh*t stinks and that's how you know who is at the top when. ;-)

(Source Photo: Andy Blumenthal)

It Rises To The Top

Manage As A Mensch

So I was watching Shark Tank and they gave an update on how one of the products, "Mensch on a Bench," is doing.

It's selling in Bed, Bath, and Beyond and has exceeded 100,000 units already!

Aside from the doll and book, they are working on Mensch apps, activity kits, and candy bars. 

The founder said, "It is hilarious and heartwarming to see all the different ways that families can incorporate Mensches into their lives."

This got me thinking about how being a mensch can also be incorporated into being a great manager!

- Treating people decently and fairly

- Empowering them to do their jobs well

- Empathizing with them as human beings

- Appreciating the power of diversity

- Respecting everyone and their points of view

- Recognizing and rewarding a job well done

Unfortunately, there are too many bad bosses out there that micromanage and abuse their people. 

They are arbitrary and dictatorial and never ask what anyone else thinks; they dump the work on their people, but don't lend a hand; they steal their ideas and take credit for their work; on top of it, they might even then stab them in the back when they're not looking; ah, forget about showing any sort of appreciation or kindness--it's dog eat dog. 

Hence, being a mensch first is a management must!

Think about people, not as a means to an end, but as an end unto themselves--they are souls interacting with your soul. 

Kindness, compassion, empathy...but keep your eyes on the important work and mission you are doing.

Get it done together, as a team, collaboratively, and with everyone contributing towards the endgame. 

(Live and) manage as a mensch! ;-)

(Source Photo: here with attribution to Bed, Bath, and Beyond)

Manage As A Mensch

Who's Da Boss

At work, we all report to somebody--no matter high up the chain you go. 

IMHO, I think it's always important to remember though who the Big Boss is and He/She is the top of the food chain and is the one who really calls ALL the shots--and if you keep that in mind, you can show proper respect to your boss at work and follow their lead without falling on your sword in human antiauthoritarian revolt. 

Thus, in the earthly world, the boss in the corner office and on the high floor is the one who tells you what to do at work. 

Of course, the cardinal sin of management is be a micromanager--EVERYONE hates that and just wants to be told the goal but then let loose to get the job done--and not stood over and berated on how to do it and torn apart for everything they did [differently] "wrong" than perhaps their boss would've done it in their self-presumed all-knowing wisdom. 

Also, bosses who laud their boss status over their subordinates by telling and showing them how bossy boss with information and power, belittling them, they are--often these people are resented by the "plebeian workers" and as in the servitude of Egypt thousands of years ago, the Big Boss hears their prayers for justice and meets it out accordingly. 

The best bosses are human, humble, and admit mistakes, see people as children of G-d, have compassion, and treat their workers with due respect; genuinely listens to others, are inclusive, and values what each person brings to the table; says thank you and means it; looks for opportunities to recognize and reward people; and treat people as teammates and not indentured servants. 

Certainly, workers have a responsibility too--to give it their best and keep their commitments; to respect the "chain of command"; to tell it the way it is with some modicum of diplomacy and keep their bosses fully informed, to not demand the unreasonable or play games with the rules (that everyone at work lives under); and to generally be collegial and a team player 

One colleague on an interview told me that they were asked a really smart, tough question that put them on the spot, "Tell me about a time you had a disagreement with management?"

That could be a telling question or answer depending who's been naughty and nice at the office. ;-)

(Source Photo: Andy Blumenthal)

Who's Da Boss

A Richy Rich Reward

Check out this lost dog sign in Las Olas.

Do you notice anything unusual?

Look at the amount of the reward for finding this canine.

---Yes, $10,000!!!

A healthy Teacup Yorkie can run you as much as $2,000.

So this reward is 5x that and this kelev is on meds!

Amazing the meaning of money and dogs. ;-)

(Source Photo: Andy Blumenthal)

A Richy Rich Reward

It's Friday

It's Friday.

You worked hard all week.

And you deserve a little break.

Relax, sit down, read a good book, be a bit of a pig (but not too much).

Enjoy...the weekend is starting. 

Also, thank G-d for helping you make it through.

(Source Photo: Andy Blumenthal)

It's Friday

Eulogy For My Beloved Mother, Gerda Blumenthal

We are here today to remember and honor my mother, Gerda Blumenthal, who passed away on Monday.  

My mother was my personal heroine, even as just two days earlier, a great hero of the Jewish people died as well--Ariel Sharon, a former Prime Minister of the State of Israel and a hero general who fought militarily to defend his people, but who also disengaged the State of Israel unilaterally from Gaza to make peace. 

Sharon’s role in history to secure the Jewish people came on the heels of the Holocaust where 6 million Jews were murdered – one of every three in the entire world!

To my mother, the holocaust was one of the defining moments in her life. She was just 5 years old, when the murderous Nazi secret police, the Gestapo, came up behind my mother and her father on the street in Germany, grabbed him and dragged him off to the concentration camps. My mother, a child, was left alone crying on the streets, until some neighbors found her and brought her home to her mother. Miraculously, her father was one of the few to actually be let out a number of weeks later, as he had already received visas for the family to come to America. He had lost 20-30 pounds in just those few weeks of brutal slave labor and beatings, but he and the family were free to come to this country and start anew. 

Like many of the immigrant families who were forced to flee persecution, my mother and her family arrived here penniless, and her father who didn't even know the language, worked as a tailor to try and support the family. My mother had wanted to pursue her education—and to be a nurse—but when she graduated high school, she was asked to immediately go to work to help the family earn a living in those difficult days. She did this dutifully and worked—mostly doing secretarial work, which was popular in those days—while raising my sister and I and taking care of my dad. My mom would put me on the school bus, rush off to work, and be home in time to make dinner for all of us. Mom was unwavering in her commitment to taking care of us. Mom taught me what family was, what it was to put family first, and what it was to work hard, very hard, always being there to take care of us, even when at times, it seemed like too much for any human being. 

My older sister and I are eight years apart. But there was another sibling, Susie, born between us. However, she died as a baby leaving my mother and father bereaved of their 2nd child still in the early years of their marriage. Despite this new challenge in their lives—and what seemed like another personal test—my mother carried on with my father to build the family, and I came along four years later.  I have always tried to make my mother and father proud of me, especially in light of the loss of their other child. 

My mother and father—were best friends, but like all loving couples, they also argued—but they always came back together again to make up and bond. And I learned well from them that in relationships, we can argue, but we can work things out—even though it’s not always easy to say I’m sorry or I was wrong, but we come back together because we are a family--we love each other and have that commitment. The loss of my mom is magnified, because of that deep love, but also because we are a small family that has always lived a hop, skip, and jump from each other—like one extended family. 

My mother and father put my sister and I through private Jewish school, all the years, and then through college and graduate school—so that I was able to get my MBA and my sister her PhD. Even in later years, she helped babysit for my children and was like a second mother to them, so that my wife, Dossy could get her PhD as well. She loved my daughters—Minna and Rebecca, and my niece, Yaffa, so much.  My mother and my father even moved here to Silver Spring in 2000—soon after we relocated here to work for the government—so they could be with us and the grandchildren—even though my mother really loved living in Riverdale, NY and the community and friends there, and would otherwise never have left there. 

I will never forget the endless sacrifices made for us, which contrasts to many other families in modern times, when people seem more focused on career, their own interests and happiness, and mired in the world of the Internet and social media. But my mom taught me that while we may want a lot of different things, we need to put our priorities in order and focus on what is really important—family, friends, and faith. 

Like Ariel Sharon who suffered a stroke eight years ago, my mother was diagnosed with the horrible disease of Parkinson’s—also eight years ago. My mother went from being the one who took care of everyone to where my father, in his own old age, and his own illness, had to take care of her. He did this with unbelievable courage and tirelessly, he did everything for her—everything! Even when we all thought she needed to go to the nursing home, he brought her home and cared for her himself for two years under extremely trying circumstances. Until this last April, when my mother was hospitalized again and was too ill to go home again. She went to the Hebrew Home In Rockville, and later because of her severe pain was put under hospice care. My mom unfortunately suffered horribly—more than we have ever seen anyone suffer. When she passed this week, I was horrified to lose my mother, as anyone would be, and at the same time, I was grateful to G-d that perhaps she now had some rest from the all the terrible illness and suffering and was finally at peace. 

She died on Monday almost immediately after the Rabbi said the final prayers with her, and so I hope that the prayers and good wishes of the Rabbi and all of us—her family and friends—are heard in heaven and usher her in as a righteous soul, loving wife, mother, and grandmother—and grant her everlasting peace and reward from the Almighty. 

Mom, we will always remember everything you have done for us. You taught us what a good traditional Jewish home and values are. Thank you for the love, care, and endless sacrifices. You will live on in the children and grandchildren and hopefully, our lives will be a merit for you. We love you always, and miss you. May G-d welcome you back, grant you peace, and bless you.

Eulogy For My Beloved Mother, Gerda Blumenthal

10 Ways To Improve Federal Technology

While it's good to improve government services through advances in information technology, we also need to do better with what we have, which is our own valuable IT human capital. 

In the Wall Street Journal today, the "health-site woes" are spurring a push for changes to federal technology, including the possibility of a "federal unit dedicated to big tech projects." 

Whether or not we carve our a separate big tech project unit, we can do so much to improve success in all our agencies by valuing our people and motivating them to succeed.

As democracy and capitalism have taught us, we need people to be free to innovate and reward them appropriately.

While the grass may look greener in Silicon Valley, our challenge is to utilize all our resources in whatever part of the country they reside, whether they be government or private sector workers.

Ultimately, like most things, this is a human challenge, and not just a technology issue. 

Hence, I developed the above comic strip to demonstrate 10 Ways to Improve Federal Technology, so we can all succeed together. ;-)

(Source Cartoon [click here to enlarge]: Andy Blumenthal)

10 Ways To Improve Federal Technology

Life, Cartoonish And Not

Strange day, starting with these cartoon characters standing on the street waving to everyone.

And they say texting while driving is distracting -- what's this?

Some other weird things:

- At a food store, saw an argument between an Asian customer and a Spanish-speaking cashier--they were arguing over something as silly as an orange juice, but what made this especially comical was because of the language barrier, each was getting more and more frustrated, until they both sort of gave up, and the customer storming out saying he was never going there again. 

- At the rehabilitation facility, spoke to a couple where the husband--age 88--was there "unexpectedly" for the last two months after a relatively minor surgery. The wife--age 79 (married 60 years)--was visiting him every day. She said that they had never been really sick before, and that when he got out, they were going to visit their other condo in Florida and resume their regular, favorite hobby of ballroom dancing. 

- A nurse assistant, from Sierra Leone, told me how he had escaped the bloody civil war there that left 50,000 people dead.  He described how the rebels would overrun the villages killing everyone as he pointed his finger saying "boom, boom" and making slashing movements as if holding a knife or machete--and that many from his family were murdered. He described how he had escaped to neighboring Guinea and from there called his uncle in America who helped get him here, but the price was that he had to leave his family--a wife and two children behind. He said in the last 11 years, he was able to visit them only once in 2008 for a couple of weeks, and at the end of this month, he was finally able to go back to bring them to America. 

I wondered how very different our lives are--and how some people suffer with war, poverty, illness, and loss, while others are vacationing and dancing into their 90's. I'm not judging or implying anyone as good or bad--especially since all these people seemed very nice--but these events reminded me of a Jewish saying about the conundrum of the seeming righteous people that suffer and the wicked that prosper--and that only G-d is The Judge, who knows who is really righteous and wicked, what they really deserve, and that some people get rewarded in this world, while others in the world to come. 

Either way, I hope G-d has mercy on us, so we don't suffer, and have much more happy dancing times and less to none illness, poverty, and fighting. 

(Source Photo: Andy Blumenthal)

Life, Cartoonish And Not

Performance and Transparency - 2gether 4ever

Really liked this performance measurement and transparency at Home Depot.

Here are their store performance measures prominently displayed.

Not a high-tech solution, but every measure has its place and metrics. 

- Looks at friendly customer service.

- Tracks speed of checkout.

- Measures accuracy of transactions.

This lines up well with the management adage that "you can't manage what you don't measure."

Some pointers:

- Identify, collaboratively, your key drivers of performance

- Determine whether/how you can measure them efficiently (i.e. qualitatively, quantitatively)

- Set realistic, stretch targets for the organization

- Communicate the goals and measures, 360 degrees

- Regularly capture the measures and make the metrics transparent

- Recognize and reward success and course correct when necessary

- Reevaluate measures and goals over time to ensure they are still relevant 

Wash, rinse, repeat for continuous improvement. ;-)

(Source Photo: Dannielle Blumenthal)

Performance and Transparency - 2gether 4ever

Recognition Inspires

Thought this was really nice at Starbucks. 

A place to show respect and recognize your colleagues. 

How often to we take others for granted for what they do--oh, it's their job or as one boss used to say coldy and harshly that their employees' recognition is that they get a paycheck every 2 weeks!

But people are not machines--they have feeelings, they need to be motivated, inspired, and appreciated. 

And recognition doesn't just come from the chain of command, but from peers, customers, and other stakeholders. 

We can do a good deed simply be recognizing the hardwork that people make on our behalf, for the customer, or the organization more broadly. 

Taking people for granted is the easy way out.

But saying a genuine thank you and placing a card of recognition in the pocket of the posterboard or otherwise showing your appreciation with an award, a letter of gratitude, or telling people they "did good"--takes an extra effort, but one definitely worth it! ;-)

(Source Photo: Andy Blumenthal)

Recognition Inspires

Go Safe or Go For It?

I came away with some thoughts on risk taking watching this scene from the movie "Lies and Alibis."

The girl says: "Simple is boring."
The guy answers: "Boring is safe."
The girl responds: "Safe is for old people."

(Note: nothing personal here to the elderly. Also, hope I didn't get the who said which thing wrong, but the point is the same.)

Take-a-way: Very often in life we aren't sure whether to take a risk or not. Is it worth it or is it reckless? And we have to weigh the pros and cons, carefully!

- We have to ask ourselves, where's the risk and where's the reward?

We have to decide whether we want to try something new and accept the potential risk or stay stable and go safe with the status quo that we already know.

At times, staying with a bad status quo can be the more risky proposition and change the safer option--so it all depends on the situation. 

- We also have to look at our capabilities to take chances: 

For example, in terms of age appropriateness--it can be argued that younger people can take more risk, because they have more time to recover in life, should the situation go bad. 

At the same time, older people may have more of a foundation (financial savings, built-up experience and education, and a life-long reputation) to take more chances--they have a cushion to fall back on, if necessary. 

- In the end, we have to know our own level of risk tolerance and have a sense of clarity as to what we are looking for and the value of it, as well as the odds for success and failure.

It's a very personal calculation and the rewards or losses are yours for the taking. Make sure you are ready to accept them!

Finally--always, always, always have a plan B. ;-)

(Source Photo: Andy Blumenthal)

Go Safe or Go For It?

Everyone's A Backseat Driver

Someone put this lovely card on my car recently.

Hey, I know I know I'm not the best driver in the world--

BUT this is insulting. :-(

Plus a little ~~threatening~~

So, if what happens if you park better in the future--do you get a reward card instead?

And then they buff out the scratches they put on your car previously :-)

Thanks a lot!

(Source Photo: Andy Blumenthal)

Everyone's A Backseat Driver

TEAM: Together Everyone Achieves More

People are selfish; they think in terms of win-lose, not win-win. The cost of this kind of thinking is increasingly unacceptable in a world where teamwork matters more than ever.

Today, the problems we face are sufficiently complex that it takes a great deal more collaboration than ever to yield results. For example, consider the recent oil spill in the Gulf, not to mention the ongoing crises of our time (deadly diseases, world hunger, sustainable energy, terrorism).

When we don’t work together, the results can be catastrophic. Look at the lead-up to 9-11, the poster child for what can happen if when we fail to connect the dots.

A relay race is a good metaphor for the consequences of poor teamwork. As Fast Company (“Blowing the Baton Pass,” July/August 2010) reports, in the 2008 Beijing Olympics, the USA’s Darvis Patton was on the third leg of the race, running neck and neck with a runner from Trinidad when he and his relay partner, Tyson Gay, blew it:

“Patton rounded the final turn, approaching…Gay, who was picking up speed to match Patton. Patton extended the baton, Gay reached back, and the baton hit his palm. Then, somehow it fell. The team was disqualified.”

Patton and Gay were each world-class runners on their own, but the lack of coordination between them resulted in crushing defeat.

In the business realm, we saw coordination breakdown happen to JetBlue in February 2007, when “snowstorms had paralyzed New York airports, and rather than cancel flights en masse, Jet Blue loaded up its planes…and some passengers were trapped for hours.”

Why do people in organizations bicker instead of team? According to FC, it’s because we “underestimate the amount of effort needed to coordinate.” I believe it’s really more than that – we don’t underestimate it, but rather we are too busy competing with each other (individually, as teams, as departments, etc.) to recognize the overarching importance of collaboration.

This is partly because we see don’t see others as helping us. Instead we (often erroneously) see them as potential threats to be weakened or eliminated. We have blinders on and these blinders are facilitated and encouraged by a reward system in our organizations that promotes individualism rather than teamwork. (In fact, all along the way, we are taught that we must compete for scarce resources – educational slots, marriage partners, jobs, promotions, bonuses and so on.)

So we think we are hiring the best and the brightest. Polished resume, substantial accomplishments, nice interview, solid references, etc. And of course, we all have the highest expectations for them. But then even the best employees are challenged by organizational cultures where functional silos, “turf wars”, and politicking prevail. Given all of the above, why are we surprised by their failure to collaborate?

Accordingly, in an IT context, project failure has unfortunately become the norm rather than an exception. We can have individuals putting out the best widgets, but if the widgets don’t neatly fit together, aren’t synchronized for delivery on schedule and within budget, don’t meet the intent of the overall customer requirements, and don’t integrate with the rest of the enterprise—then voilá, another failure!

So what do we need to become better at teamwork?

• Realize that to survive we need to rely on each other and work together rather than bickering and infighting amongst ourselves.
• Develop a strong, shared vision and a strategy/plan to achieve it—so that we all understand the goals and are marching toward it together.
• Institute a process to ensure that the contributions of each person are coordinated— the outputs need to fit together and the outcomes need to meet the overarching objectives.
• Reward true teamwork and disincentivize people who act selfishly, i.e. not in the interest of the team and not for the sake of mission.

Teamwork has become very cliché, and we all pay lip service to it in our performance appraisals. But if we don’t put aside our competitiveness and focus on the common good soon, then we will find ourselves sinking because we refused to swim as a team.

TEAM: Together Everyone Achieves More

Overvaluing the Outsider

Harvard Business Review (HBR), April 2010, has an article entitled “Envy At Work” by Menon and Thompson that describes research that shows that “people want to learn more about ideas that come from other companies than about ideas that originate in their own organizations.”

The reason that we value outside opinions over inside ones is that we fear elevating the person whose opinion we espouse. In other words, if we endorse an idea of a person in the organization, then we risk being seen as not only supporting the idea, but the person, and then having our power potentially being subsumed by that person.

The HBR article states: “When we copy an idea from an outsider, we’re seen as enterprising; when we borrow an idea from a colleague, we mark that person as an intellectual leader.”

This kind of thinking harms the organization. For rather than seeing our colleagues as teammates, we see them as competitors. We work against each other, rather than with each other. We spend our time and energy fighting each other for power, influence, resources, and rewards, instead of teaming to build a bigger pie where everyone benefits.

According to Menon and Thompson, “The dislike of learning from inside rivals has a high organizational price. Employees instead pursue external ideas that cost more both in time (which is often spent reinventing the wheel) and in money (if they hire consultants).”

I’m reminded of the saying, “You can’t be a prophet in your land,” which essentially translates to the idea that no matter how smart you are, people inside your own organization will generally not value your advice. Rather they will prefer to go outside and pay others to tell them the same thing that it cannot bear to hear from its own people.

Funny enough, I remember some consultants telling me a few years ago, “That’s what we get paid for, to tell you what you already know.”

Remember the famous line by Woody Allen, “I wouldn’t want to belong to a club that would have me as a member”? The flip side of this is that as soon as the organization brings you into their club, they have contempt for you because you are now one of them.

How do we understand the capability of some people to overcome their natural tendency toward envy and be open to learning from others inside the organization? More specifically, how do we as leaders create a culture where such learning is facilitated and becomes a normal part of life in the workplace?

One way to start is by benchmarking against other organizations that have been successful at this—“Most Admired Companies” like Goldman Sachs, Apple, Nike, and UPS. When one starts to do this, one sees that it comes down to a combination of self-confidence, lack of ego, putting the employees first, and deep commitment to a set of core values. It may not feel natural to do this at first – in a “dog-eat-dog” world, it is natural to fear losing one’s slice of the pie – but leaders who commit to this model can delegate, recognize, and reward their people without concern that they personally will lose something in the process.

The leader sets the tone, and when the tenor is “all for one and one for all,”— the organization and its people benefit and grow. This is something to be not only admired, but emulated.

Overvaluing the Outsider

Change Agents--Poisoned or promoted?

Let’s fantasize for a moment about what it must be like to be an enterprise architect/change agent.

Here we go.

Our stereotypical organization, let’s call it ABC Company has a talented group of enterprise architects. They have worked hard, built partnerships, learnt the organization and its needs, and have done a remarkable job working with leadership, subject matter experts, and other stakeholders in identifying an accurate baseline, determining a promising target, and have helped the organization navigate a well thought out transition plan. The organization reaches its target—success—and the process continues.

Hooray for the architects. Praise and promotion be upon ABC company’s enterprise architects.

Wait. Not so fast. Let’s back up. Rewind and see what often really happens when architects or anyone else for that matter tries to change the status quo:

R—E—S—I—S—T—A—N—C—E!!

Research shows that change agents are often scorned by their organizations and their peers. In immature organizations that do not embrace constructive change, change agents like enterprise architects are often not looked upon favorably.

Remember what happened to Socrates more than two millennium ago (and countless others innovators, inventors, and thought leaders since)?

Strategy + Business Magazine, Issue 53, has an article called “Stand by Your Change Agent.”

The article states: “research shows that most transformation leaders go unpromoted, unrecognized, and unrewarded. And their companies suffer in the long run.”

In a study of 84 major change initiatives at Fortune 500 companies between 1995 and 2005, “some 70 percent of executives who led these major transformations went unrewarded or were sidelined, fired, or spurred to leave.”

Why are change agents treated adversely?

The research shows that “deep down, a great many people and organizations fear change. People do not like to move out of their comfort zones. Powerful institutional forces help maintain the status quo. In such companies, change simply has no constituency.”

In these change-averse organizations, change agents often “find their efforts impeded, undermined, or rejected outright. Change agents may also suffer from the delusion that others see the urgent need for action just as they do, and may be frustrated to discover how little key stakeholders care about the initiatives and outcomes they hold dear.”

What is the impact to companies that treat their change agents this way?

Both the companies and people suffer. Change initiatives remain unfinished. Investments do not see their payback. Highly talented change agents are lost. And worse, other potential leaders will think many times over before taking on a change effort that “could derail their careers.”

Well, which companies did best with change?

“Companies that scored highest in leadership development and embracing change were most likely to improve performance.”

The lesson is clear: If companies want to grow, mature, and improve performance, then they need leaders who are visionaries and change agents to step up to the plate.

Those organizations that recognize this truth will embrace their change agents—encourage, recognize, reward, promote, and retain them.

Talented and motivated change agents (like enterprise architects) are an organization’s best hope for innovation, energizing creative potential, and long-term organizational success.

Change Agents--Poisoned or promoted?