Sarah is a CEO. Smart. Visionary. The kind of leader who can see around corners.
Three years ago, she launched a transformation initiative that should have saved her company millions. The strategy was bulletproof. McKinsey-level stuff.
Six months in, it was dead in the water.
Not because the strategy was wrong. Because her team—talented, capable people—simply didn't buy in.
They nodded in meetings. Smiled in town halls. Then went back to their desks and did things the old way.