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Tools.

Today's cast, introducing managerial changes.

Here we go. Well, neither rain nor snow nor terrible cold will keep us from our pointed rounds of sharing

material knowledge across the globe.

So, excuse me folks, I'm sorry, this is, might be a little bit difficult to listen to me.

So that said, I wanted to chat with you a little bit this morning about a conversation we had with the client recently and

It's an interesting one and I think it's something that happens or thoughts that happen frequently with with clients and it

went something like this a client asked what do I do to reduce the resistance

my directs seem to have to my new way of doing things and in in this particular case, he want to say,

he was trying to change the way he was doing reviews, right?

They want to use some metrics,

you want to put a budgeting process in place,

but his directs, they keep either not doing what seems pretty clear to him, or they just act like it's totally foreign and a bad idea.

And he was really struggling with this.

Yeah, this actually happens a lot.

Look, certainly sometimes it's just a manager blaming his team

for being stubborn when in fact that the ideas he or she is

trying are just bad ideas. Of course that's what the directs would say every

time. Right exactly yeah I mean those directs aren't resisting so much as they're just

standing up for the old in the better way but frankly for 95% of the managers

listening to us right now that situation isn't all that common.

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