A leader explains why asking people to think differently triggers resistance, then describes how their CEO and leadership team embraced change by defining the "Shaw way" as an operating model that puts people first as the organization's primary value creators.
Chapters
And so when you start trying to get people to consider things differently, you know, going back to your earlier comment about change, it causes people to, to get out of their comfort zone. And, and, you know, automatically resistance, you know, gets formed. And so not everyone is going to be excited about, you know, or understand why we need to move. And, and I think that was kind of the, the story now. You know, fortunately, we had, you know, you know, our CEO and our leadership team were very open to the different things. And, and we, we kind of went through and really defined the Shaw way, which is something that we kind of, you know, is our operating model to, you know, really understand how we approach business and, and recognize that people are really the value creators for, for what we get.