The reason change initiatives fail

So there's this huge mismatch, and recently I've been pondering on this thing, and I've been thinking that a great way of looking at this issue is using the metaphor of a mountain. You see, the CEO has done this before. He's at the top of the mountain, he's seen the view, and he's going to be talking about the opportunities, the vision, all the benefits. And those people, they're at the bottom. Of the mountain, and they're like, oh, I quite like it here at the bottom. Is that mountain too steep? Do I even have the energy for this climb? Do I trust the route? So the leader is communicating like people can see what they see, and actually the view from the summit is not what those people are thinking about. They're wondering if they even want to do the climb, and this creates what I call the altitude gap. It's a gap between where the leader is communicating from, because they're at a different place psychologically, and the place that the employees are listening from. This altitude gap and the logic trap are the reasons that I've seen change communications fail time and time again. Things that sound great in the boardroom and land like a wet firework with the employees. And this is where strategic storytelling becomes super important.