And what is the reason, do you think, that it is uncommonly practiced?

There's a few things that I bumped into as I coach leaders.

One is hubris.

We think we have to know everything.

As the leader, we feel like we have to be Superman, Superwoman, and we can never be infallible.

Well, those days are long gone.

Nobody has all the answers anymore.

So what can some of the individual contributors, people who are impacted by the change, do to influence their supervisors, managers, leaders to give them a little bit more agency, ownership, to listen to their concerns or ideas if that's not already happening?

[laughs]

... 6,000 employees, and she says, "No, I'm not head of HR." She says, "I'm head of people and culture." She says, "Because I don't do human resources, I do people.

And everybody's got a story.

Everybody needs to be led differently, and we're creating a culture here." And I think that's probably one reason why companies are looking for you as a CHRO is that you're not approaching this from the same old standpoint.

You're approaching this from a very human standpoint.

In fact, this head of [laughs] HR, who's head of people and culture, had a marketing background.

She says, "And that's how I approach dealing with all these initiatives we're launching for people." She says, "Uh, you got to market it.

[laughs]