During a session with a culture change client, the organization’s president had an epiphany: “For 30 years I thought my job was to manage processes and results. This culture change journey has helped me redefine my job – to manage people’s energy.” To deliver results, no matter the human costs, focuses on what people are doing wrong. Instead, leaders need to manage by catching people doing things right.

• A supervisor transformed his team from the worst performing to the best by clarifying performance expectations, monitoring performance daily, and frequently praising workers. Then, while driving to work, he would decide what he was going to look for – clean and safe workspaces, or efficiency, etc. When he saw this demonstrated, he’d offer the team member/group pizza, ice cream, or movie tickets – a “spontaneous” action that served to improve performance and commitment of all.