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BY ANY OBJECTIVE MEASURE, THE amount of significant, often traumatic, change in organizations has grown tremendously over the past two decades.Although some people predict that most of the reengineering, re-strategizing, mergers, downsizing, quality efforts, and cultural renewal projects will soon disappear, I think that is highly unlikely. You may remember General Honoré as the man who coordinated the U. military's relief efforts after Hurricanes Katrina and Rita ravaged the Gulf Coast. General Honoré knows quite a lot about bossing people.Leaders should understand the difference between leadership and management so they don't get caught up doing what they're In the military, people do things because they're ordered to -- they can't refuse or negotiate.To date, major change efforts have helped some organizations adapt significantly to shifting conditions, have improved the competitive standing of others, and  have positioned a few for a far better future.But in too many situations the improvements have been disappointing and the carnage has been appalling, with wasted resources and burned‑out, scared, or frustrated employees.
Why do so many newly minted leaders fail so spectacularly?
In the military, as in any organization, giving the order might be the easiest part. The hierarchy starts with the leadership, which provides vision, wisdom, and motivation. That's turning time, task, and purpose into action.
"It's not just like you say, 'You're fired,' and people walk out the door.
The purpose of the commander and the staff is to do the planning and then to motivate the execution.
Now, many times you hear leaders say, "This is what we're going to do," but the plans fail if they don't track the execution.