When the CEO exemplifies and leads the desired change, the transformation is accelerated. He/she sets the example for others to follow. Even better if the CEO coaches direct reports to evidence the required standards and holds them accountable for doing so. But at the end of the day change sits in the hands of the individual only. People can and do change irrespective of their environment. If all the CEO does is allow the change to happen, that is good enough for change to be realised.

OUR SUMMARY OF THIS VIDEO EXCERPT: I get this question all the time: ‘I’m not the CEO, how do I change the organisation when there are four levels above me?’

The answer is that of course you cannot change the behaviours of people you have no contact with. But you take responsibility for the environment that you can control.

So if you have influence over seven people and you just work to create that little pocket of magic, you tend to find when you have well-led teams, those teams outperform all the other teams. And someone from the team will eventually get promoted out and bring all the lessons that you taught them and leave that team the same way.

Then someone there gets promoted and you have four magical teams; and then you have eight magical teams. It creates magical ripples inside the organisation.

Having a top leader in the organisation who understands this is just more efficient. It doesn’t mean it’s the only way.

So don’t worry about the CEO or the company, just worry about what you can control.