I've had the privilege of working with the President of our International Division, Tracy Skousen. He will be leaving to serve as a Mission President for The Church of Jesus Christ of Latter-Day Saints. I have worked closely with him as we have coached leaders and executive teams to be more intentional about leading their organizational culture to deliver their desired Key Results.

Recently, we were in Papua New Guinea working with the CEO and executive team of an industrial production company. Here are 3 principles we had emphasized to the leadership team:

1. You are in charge of the people who are in charge of making the change happen.

Team leaders need to lead the culture change within their own teams. Real traction in any change process happens within intact teams. You must hold your team accountable in a positive and principled way to ensure that they are leading the change within their groups to achieve organizational Key Results.

2. Effectively occupy the bully pulpit of the change process.

You hold a formal title. As such, your voice is magnified. One of your key roles is to align your team around the core 3-5 Key Results of the organization, and the compelling case for change (the "Why"). The team is accountable to share the same messaging in their areas and modeling the needed cultural beliefs and behaviors that produce those results.

3. Consistently ask for feedback.

You can never know how your messaging is being received, nor how effectively you are leading without seeking regular and consistent feedback from all levels of the organization. When you create the right experiences in being open to feedback and not being defensive to what you hear, you foster a culture of psychological safety and give people the ability to say the hard things to openly see the reality of any situation. Accordingly, you build the skillset of making needed changes (both personally and organizationally) at an accelerated pace.