Being an effective leader is enormously complex. It requires vision to see a future, dedication to make things happen, sensitivity to people who are quirky at times, and personal confidence without arrogance.

In almost any change there is 20 - 60 - 20. 20% are doing the change and we need to stay out of their way. 20% will never get there (a large percent still go into banks to see tellers vs. ATMs). 60% are in the middle. I think you will always find some companies where the head of HR is not a member of senior management team (bottom 20% and some companies where she or he has always been (top 20%).

Future leaders will be less concerned with saying what they will deliver and more concerned with delivering what they have said they would.

People are more likely to support a change when they have information on it and when they participate in it. So, getting the CHRO information about the transformation and involving the CHRO in the transformation effort are critical to success.

We do not see through our eyes alone.

I see top business schools working to bridge this gap [between academic research and business application] by respecting executive education, by having more mature students who proactively draw from faculty what they know they need, and by having faculty who are willing to leave their ivory towers for the murky world of business reality. Unfortunately, at other times, business professors have little or not interest or savvy about business issues.

When leaders behave consistently with the expectations of customers, they are doing things inside their organization that deliver value outside.