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Recently, a new client told me that two years ago her boss articulated a vision for how she wanted the senior leadership team to operate.  Today, she said, “People are behaving exactly as they have for years.  There’s been no change.  We’re still highly paid technical experts – not developers of people, and certainly not leaders of change.”

I asked the obvious question:  “Since your boss’ articulation of her vision for the leadership team, you’ve been through two performance appraisal cycles. What feedback did people received?  What were the consequences for the absence of change?  Any effect on ratings, raises, bonuses, stock awards?”  There were no negative consequences, she said.

One useful tactic for constructively spurring change in your workplace is to acknowledge and reward those who embrace it and move in the desired direction.