All proceeds from this book will go to My Possibilities, a non-for-profit, or as I call it, a “for-cause” organization, that courageously and relentlessly pursues the full, untapped possibilities of individuals with special needs. This book is about leading change, and My Possibilities is an outstanding example of an organization that, against the odds, is redefining society’s expectations of what can be achieved by adults with special needs. Driving constant change with passion and purpose, My Possibilities continues to break entrenched mindsets, and through continued education and training, is giving dignity and purpose to people who previously have had limited opportunities for growth.

When driving change, the key is to attain “critical mass”- a term that relates to the triggering of an unstoppable chain-reaction. In organizational change, when you have a “critical mass” of powerful influencers who openly support and execute the change you want to implement, the momentum becomes unstoppable. Resistors either get on board or leave.

In my experience, successful change is seldom a result of evolution, but rather a result of intelligent design and disciplined execution. There is a real danger in allowing change to be the result of an evolutionary process. The “survival of the fittest,” when injected into your change agenda, can lead you down a path of least resistance or by those who are most influential in the team. The messiness inherent in change will require continual adaptation as the change unfolds, but these adaptations are intelligently designed and executed with the desired end-goal remaining clearly in focus.

Strategies seldom disseminate from a power point deck discussed at executive leadership level into the every-day actions of employees. That connection is seldom made and when it is, it often dissipates or is lost in translation.
When leaders support their teams in identifying specific actions they can take to positively contribute to the strategic priorities of the business, a foundation for true mobilization is set in place.

Great leaders inspire others to achieve levels of performance that they would otherwise not have achieved. When this is the result of a united team effort, people usually embrace the change needed to be a part of a winning team. There are however those, who despite coaching, cannot or choose not to embrace the change. These individuals normally leave, and when they do not, how well the leader manages the removal of these individuals from the team, will have a significant impact on the change initiative. Making these tough people decisions is important for the credibility of the initiative and honoring those team members who are embracing the change. Making these decisions must therefore not be delayed and must be carried out in a manner that best preserves the dignity of the individual leaving the team.

One of the most strategic roles that an HR leader can fulfill is that of “translator,” the right-hand person to the CEO who is able to effectively translate the leader’s vision, strategy and values into the day-to-day activities of every single employee in the business. This is what leveraging the power of your “human resources” is about.