Hey, it's Rachel Cook, your modern mentor. I'm the founder of Lead Above Noise, a firm

specializing and helping leaders and organizations crack their activation codes, finding the simple

tweaks to enhance both performance and employee engagement. So much of my work these days in

activating teams is all about activating change.

In fact, my activating change workshop has become far and away my most in demand in recent months,

because not sure if you've noticed, but change is kind of never ending.

And leaders are becoming totally overwhelmed.

They're carrying the weight of the world on their shoulders,

and this is not great for anyone. In this program, I cover a lot of ground. We focus on how the nature of

change has changed, and we learn and practice a set of tools designed to successfully lead

our teams through change in a really agile way, because the nature

of change has changed, as have the expectations of our teams. And so how we lead through change

must also change. But the final piece of the workshop is a conversation about what a leader's job

actually is in the context of change, And just as importantly, what a leader's

job is not. And whenever I deliver this final piece, most of the feedback I get is nonverbal.

I watch faces and body language. And when I watch leaders recognize what actually isn't theirs to

carry, I see smiles. I see thumbs go up,

and shoulders settle down. Too many leaders are carrying too much right now when it comes to

leading their teams through change. So if you're a leader at any level or even aspiring to be

one, listen up. Let's talk about what it's your job to do, and critically, what is just not

your responsibility. So first, it is your job to offer vision, but it is not your job to know the

whole roadmap. When I started learning about change management in the earliest days of my career,

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