I think there's always an adjustment when somebody new is runnings things, from the top down.
Sometimes when general managers get a new job, they clean house and start over and rebuild and get the players they want in there.
When the new ownership came in, they made some decisions I wasn't pleased with. And when they changed the whole aspect of it, I just totally lost interest.
When a new coaching staff comes in, there are a lot of changes that happen with that.
When you have a new manager, and everything is new, it gives every team a lift.
Everyone felt comfortable with these guys and what their vision was, and when they said they want to keep the staff intact, that was very encouraging.
When you buy a company that's been on its butt you raise a lot of money, you instantly put new management in place, but that's the end of the glory for three to five years, grinding it out one day after the other.
There's more than one mosque in the world that used to be a church and before that was a temple. Because it's a lot easier to just change the sign on the top and say under new management than it is to change the whole building.
To successfully respond to the myriad of changes that shake the world, transformation into a new style of management is required. The route to take is what I call profound knowledge, knowledge for leadership of transformation.
