Implementing significant and comprehensive change will place the organization under great stress. While many will welcome change, undoubtedly many others will actively oppose it. No matter how thoughtfully prepared the change strategy, its actual accomplishment will test the mettle of the entire organization, and particularly its leadership. The president must strongly and visibly champion the change process by clearly communicating why change is required, why this particular change is the right one for the institution at this point in time, and why the strategy being pursued will produce the desired results. The entire leadership team must be equally supportive of the implementation.
Nothing can sabotage an effort faster than disparaging commentary by a lone vice president.
Naysayers will immediately seize upon any expression of skepticism as evidence that the whole exercise is fatally flawed and doomed to failure. Thus, the president must convey to other executives the clear expectation that their active and unanimous support of change is critical. This is not to say that senior executives should not rigorously examine the rationale for change and the strategies proposed for its achievement. This kind of candid examination should proceed any decision to implement. But, once the decision to implement is made, it is essential that the leadership team be fully and visibly supportive.