by Robyn Bolton | Feb 23, 2026 | Leadership, Stories & Examples, Strategy
Congratulations, you’ve done the hard part required to get buy-in! You asked instead of told, said “I don’t know” out loud, and got genuine buy-in. Your team believes, is engaged, and ready to go. And yet execution is stalling.
What gives?
Activity without Achievement
There’s no doubt that people are working hard. You can see it in their schedules and you hear it in your one-on-ones. But projects are moving slower than they should, decisions that seem straightforward take weeks, and agreements made in meetings are quietly undone. Strategies, buy-in, timelines are powerless against an invisible and unnamed force.
So, you consider your options. A team offsite can provide a helpful rest but there’s no guarantee it sticks when you’re back in the office. Training can help shore up skill gaps, but your team is already capable, so this doesn’t feel like a skill problem. You could reorg but that creates new problems.
Your People Aren’t the Problem
The problem isn’t your people, your team, or even your culture. The problem is the hidden seams between people, teams, and cultures, that create friction.
Because of friction, people hesitate to share information across functional or hierarchical seams. They make assumptions about other generations. They work to achieve individual or functional, rather than collective, goals.
These friction points have been part of your organization for so long that they are accepted as normal. As immoveable and unchangeable as your company’s mission and vision. And because they’re so ingrained, you shift your efforts to things that feel changeable: skills, org charts, and communication plans.
You’re addressing symptoms because the root cause seems impossible to fix.
It’s not impossible.
How One Company Resolved the Friction and Tightened the Seams Without Extra Work
When a K-5 curriculum company decided to expand into the Middle School market, they knew they were asking the project team to do something new that was complex, ambiguous, and fraught with high-stakes decisions.
Six months in, the project was breaking down. Decisions that should have taken a day took weeks or months. Work got stuck as different functions weighed in at different times with different mandatory requirements. People hid problems and gave optimistic updates.
The executive who owned the project had seen this before. In fact, she was seeing it in every project team across the entire company. So, she knew that the problem wasn’t the project or the people, it was something much deeper, something that was such a part of the company’s standard operating process that it had become invisible.
So, she brought in someone (me) who could see things differently and together we sought out the seams, naming the moments when friction occurred, and engaging the team in developing and experimenting with solutions.
And we did it all as part of the daily work.
We redesigned hand-offs in real time, experimented with decision-making rules until we found what worked for multiple decision types, and rewarded people for saying “I don’t know.”
Within six months, the project was back on track and engagement and morale were sky-high. Other teams took notice and asked for advice. New products began shipping on time, on budget, and to rave reviews.
Now the Real Work Begins
Where are your seams showing up? A cross-functional initiative that’s losing momentum? A decision that never seems to stick? A team that’s aligned on paper but stuck in execution?
That friction has a name. And it’s findable.
If you’re ready to find the seams and resolve the friction, set up a SeamSpotter Session. It’s a 60 to 90-minute conversation, no prep required, and you’ll receive a written summary and recommended next steps within 48 hours.
If your team is bought in, but execution keeps stuttering, you can fix it. Email me at robyn@milezero.io to get started.
by Robyn Bolton | Feb 16, 2026 | Leadership, Leading Through Uncertainty, Strategy
“None of it worked. When I pulled the executive team back together and asked what went wrong, these executives said, ‘You told us what to do. You never asked us what to do.
“What I should have done is just said, ‘I don’t know.’ And when you say those words, what happens is everybody wants to help you.”
That is how Josh D’Amaro, the newly named CEO of the Walt Disney Company, characterized his defining leadership development moment.
Sound familiar?
Every executive, at some point in their career, has faced this moment. The business is doing poorly, the future is uncertain, and everyone is looking to you for answers.
But few of us learn the lesson that Mr. D’Amaro did. So, we keep telling and wondering why compliance isn’t generating the results we expected.
Compliance and Buy-In are not the same
In our world of “using positive words to describe uncomfortable realities,” we often characterize compliance as buy-in. And that’s a dangerous mistake.
“Compliance,” explains innovation expert Tendayi Viki, “comes from external pressures to follow rules and policies due to fear of consequences. In contrast, buy-in comes from internal motivation where people genuinely view the initiative as valuable and legitimate.”
Compliance is what happened when D’Amaro convened the market and sales executives of Hong Kong Disneyland together and told them “to adjust, build, and set ourselves up for the future.”
When things are not going well and the future is uncertain (and therefore scary) it’s normal to think that, because you are in a role with authority, that you need to have all the answers. But you don’t. Because you can’t. Because no one has the answers.
You need help.
Why Buy-in, not compliance, is required for success
No one is going to help you when they’re afraid. Instead, they’re going to execute orders regardless of their own experiences or judgment, which may be more informed and likely to result in the desired outcome (as was the case with D’Amaro and his team).
But when you ask for help, people help. They feel ownership of both the problem and the solution and seek out creative ideas and alternatives. They work across traditional organizational boundaries, like functions and levels, and they’re more resilient when faced with adversity. Even better for you, they don’t require constant instruction, surveillance, and micromanagement.
Getting buy-in frees you up to do the very thing you want to do: lead a team to a common goal and better future.
Buy-in is NOT another Change Management initiative
I’m sorry to say that getting buy-in is much harder than running the standard Change Management playbook.
Change management gives leaders a structured playbook of communication plans, training schedules, governance milestones. It’s systematic, observable, and leader-driven. And it’s not wrong. It’s just not sufficient to gain buy-in.
Buy-in is individual, nonlinear, and rooted in belief, not process. It forms one person at a time based on trust, relevance, and whether the individual sees themselves in the future state. It happens when one human being trusts the motives and behaviors of another human being.
How to get Buy-In
Earning buy-in requires you to do what D’Amaro eventually learned: invite dissent, share incomplete thinking, and say “I don’t know.” But that’s just the beginning.
You also have to find where things are breaking down internally, the gaps that allowed the situation to grow ever more concerning and dire. And it’s rarely at the obvious boundaries between silos that everyone can see and org charts try to fix.
It’s at the seams: the hidden disconnects between people, decisions, handoffs, and incentives where functions, levels, and priorities intersect. These seams are where compliance lives and buy-in dies. And until you make them visible, you’ll keep mistaking one for the other. But they can be made visible and that changes everything.
Now that you see the difference, where is compliance masquerading as buy-in in your organization?
by Robyn Bolton | Oct 28, 2025 | Leadership, Strategy
Last week, I shared that 74% of executives believe that their organizations will cease to exist in ten years. They believe that strategic transformation is required, but cite the obvious problem of organizational inertia and the easy scapegoat of people’s resistance to change.
Great. Now we know the problem. What’s the solution?
The Obvious: Put the Right People in Leadership Roles
Flipping through the report, the obvious answers (especially from an executive search firm) were front and center:
- Build a top team with relevant experience, competencies, and diverse backgrounds
- Develop the team and don’t be afraid to make changes along the way
- Set a common purpose and clear objectives, then actively manage the team
The Easy: Do Your Job as a Leader
OK, these may not be easy but it’s not that hard, either:
- Relentlessly and clearly communicate the why behind the change
- Change one thing at a time
- Align incentives to desired outcomes and behaviors
- Be a role model
- Understand and manage culture (remember, it’s reflected in the worst behaviors you tolerate)
The Not-Obvious-or-Easy-But-Still-Make-or-Break: Deputize the Next Generation
Buried amongst the obvious and easy was a rarely discussed, let alone implemented, choice – actively engaging the next generation of leaders.
But this isn’t the usual “invite a bunch of Hi-Pos (high potentials) to preview and upcoming announcement or participate in a focus group to share their opinions” performance most companies engage in.
This is something much different.
Step 1: Align on WHY an “extended leadership team” of Next Gen talent is mission critical
The C-Suite doesn’t see what happens on the front lines. It doesn’t know or understand the details of what’s working and what’s not. Instead, it receives information filtered through dozens of layers, all worried about positioning things just right.
Building a Next Gen extended leadership team puts the day-to-day realities front and center. It brings together capabilities that the C-Suite team may lack and creates the space for people to point out what looks good on paper but will be disastrous in practice.
Instead, leaders must commit to the purpose and value of engaging the next generation, not merely as “sensing mechanisms” (though that’s important, too) but as colleagues with different and equally valuable experiences and insights.
Step 2: Pick WHO is on the team without using the org chart
High-potentials are high potential because they know how to succeed in the current state. But transformation isn’t about replicating the current state. It requires creating a new state. For that, you need new perspectives:
- Super connecters who have wide, diverse, and trusted relationships across the organization so they can tap into a range of perspectives and connect the dots that most can barely see
- Credible experts who are trusted for their knowledge and experience and are known to be genuinely supportive of the changes being made
- Influencers who can rally the troops at the beginning and keep them motivated throughout
Step 3: Give them a clear mandate (WHAT) but don’t dictate HOW to fulfill it
During times of great change, it’s normal to want to control everything possible, including a team of brilliant, creative, and committed leaders. Don’t involve them in the following steps and be open to being surprised by their approaches and insights:
- At the beginning, involve them in understanding and defining the problem and opportunity.
- Throughout, engage them as advisors and influencers in decision-making (
- During and after implementation, empower them to continue to educate and motivate others and to make adaptations in real-time when needed.
Co-creation is the key to survival
Transforming your organization to survive, even thrive, in the future is hard work. Why not increase your odds of success by inviting the people who will inherit what you create to be part of the transformation?
by Robyn Bolton | Jul 28, 2025 | 5 Questions, Leadership
Picture this: your boss announces a major reorganization with a big smile, expecting you to be excited about “new opportunities.” Meanwhile, you’re sitting there thinking “What the hell just happened to my job?”
Theresa Ward, founder and Chief Momentum Officer of Fiery Feather, has spent years watching this disconnect play out. Her insight? Leaders are expected to sell change while still personally struggling with it, creating what she calls “that weird middle ground” where authenticity goes to die.
Our conversation revealed why unwelcome change triggers the same response as grief, and why leaders who stop pretending they’ve got it figured out are more successful.
Robyn Bolton: What’s the one piece of conventional wisdom about leading change that organizations need to unlearn?
Theresa Ward: That middle managers need to be enthusiastic about a change, or at least appear enthusiastic, to lead their teams through it.
RB: It seems like enthusiasm is important to get people on board and doing what they need to do to make change happen. Why is this wrong?
TW: Because it makes you wonder if this person is being authentic. Are they genuinely enthusiastic? Do they really believe this is the right thing?
To be clear, I’m talking about Unwelcome Change. Change that is thrust upon you. How we experience Unwelcome Change is the same way we experience grief.
When we initially experience Unwelcome Change, our brain goes into shock or denial which can actually trigger an increase in engagement and productivity.
Then we move into anger and blame, which looks different for all of us. We’ve probably experienced somebody yelling in a meeting, but it can also look like turning off the camera, folding your arms, rolling your eyes, and disengaging.
Bargaining. I always think of that clip from Jerry Maguire, where he’s got the goldfish, and he says, “Who’s coming with me?” because he’s going to make lemonades out of this lemon, even if it’s a completely ridiculous condition.
Then depression sets in. It’s the low point but it’s also where you’re really ready to admit that you’re upset, sad, and grieving the change that has happened. It’s the dark before the dawn.
RB: If everyone goes through this grief process, why do some leaders seem genuinely enthusiastic about the change?”
TW: If they came up with the idea, they’re not going to be angry or depressed about their own idea.
But even if it’s one announcement, people don’t experience just one change. It’s not, “Our budget is going from X to Y” and everyone can just get used to it. It’s double or triple that! It’s a budget cut, then a reorg, then a new boss, then a friend being laid off, then a project you loved getting trashed. You’re dealing with onion layers of change.
We all go through different stages at speeds. You can’t rush it. Sometimes you just have to be like, “Oh, okay, I’m feeling pretty angry this week. I’m just gonna have to sit through my anger phase and realize that it’s a phase.”
RB: I get that you can’t rush the process, but change doesn’t slow down so you can catch up. What can people do to navigate change while they’re processing it?
TW: BLT, baby. These are 3 tools, not a formula, that you can use for different experiences.
B stands for Benefit of Change. This is finding the silver lining, something we often underestimate because it’s such a broad cliche. For it to be effective, you need to look for a specific and personal silver lining. For example, a friend of mine works for a company that was acquired. He was not a fan of how the culture was changing, but the bigger company offered tuition reimbursement. So he used that to get his master’s of fine arts for free.
L is Locus of Control. Take inventory of everything that’s upsetting you and place it into one of 3 categories: What can I control? What can I influence? What do I need to just surrender? Sitting up at night and worrying about whether the budget will be cut again is outside of my control. So, I shouldn’t spend my time and energy on that. Instead, I need to focus on what I can control, like my attitude and response.
T is Take the Long View. Every day we find ourselves in situations that get us emotional – a traffic jam, getting cut off in traffic, or flubbing a big client presentation. When we get more emotional than what the situation calls for, ask how you’re going to feel about the situation tomorrow, then in a month, then a year Because when our fight or flight brain mode kicks in, we catastrophize things. But the reality is that most of it won’t matter tomorrow.
RB: What’s the most important mindset shift leaders need to make to help their teams through unwelcome change?
TW: Find what works for you first then, with empathy, help your team. Like the Airline Safety Video, put your mask on first, then help others. It allows you to be authentic and builds empathy with the team. Two things required to start the shift from unwelcome to accepted.
Theresa’s BLT framework won’t make change painless, but it gives you permission to admit that transformation is hard, even for leaders. The moment you stop pretending you’ve got it all figured out is the moment your team starts trusting you to guide them through the mess.
by Robyn Bolton | Jul 16, 2025 | Leadership, Strategic Foresight
You’ve done everything to set Strategic Foresight efforts up for success. Executive authority? Check. Challenging inputs? Check. Process integration? Check. Now you just need to flip the switch and you’re off to the races.
Not so fast.
While the wrong set-up is guaranteed to cause failure, the right set-up doesn’t guarantee success. Research shows that strategic foresight initiatives with the right set-up fail because of “organizational pathologies” that sabotage even well-designed efforts.
If you aren’t leading the right people to do the right things in the right way, you’re not going to get the impact you need.
Here’s what to watch out for (and what to do when it happens).
Your Teams Misunderstand Foresight’s Purpose
People naturally assume that strategic foresight predicts the future. When it doesn’t, they abandon it faster than last year’s digital transformation initiative.
Shell learned this the hard way. In 1965, they built the Unified Planning Machinery, a computerized forecasting tool designed to predict cash flow based on trends. It was abandoned because executives feared “it would suppress discussion rather than encourage debate on differing perspectives.”
When they shifted from prediction to preparation, specifically to “modify the mental model of decision-makers faced with an uncertain future,” strategic foresight became an invaluable decision-making tool.
Help your team approach strategic foresight as preparation, not prediction, by measuring success by the improvement in discussion and decision-making, not scenario accuracy. When teams build mental flexibility rather than make predictions, wrong scenarios stop being failed scenarios.
People are Paralyzed by Fear of Being Wrong
Even when your teams understand foresight’s purpose, managers are often unwilling “to use foresight to plan beyond a few quarters, fearing that any decisions today could be wrong tomorrow.”
This is profoundly human. As Webb wrote, “When faced with uncertainty, we become inflexible. We revert to historical patterns, we stick to a predetermined plan, or we simply refuse to adopt a new mental model.” We nod along in scenario sessions, then make decisions exactly like we always have.
Shell’s scenario planning efforts succeeded because it made being wrong acceptable. Even though executives initially scoffed at the idea of oil prices quadrupling, they prepared for the scenario and took near-term “no regrets” decisions to restructure their portfolio.
To help people get past their fear, reward them for making foresight-informed decisions. For example, establish incentives and promotion criteria where exploring “wrong” scenarios leads to career advancement.
Your Culture Confuses Activity with Achievement
Between insight and action, the Tyranny of Now reigns. In even the most committed organizations, the very real and immediate needs of the business call us away from our planning efforts and consume our time and energy, meaning strategic foresight is embraced only when it doesn’t interfere with their “real” jobs.
Disney’s approach made strategic foresight a required element of people’s “real jobs” by integrating foresight activities and insights directly into performance management and strategic planning. When foresight teams identified that traditional media consumption was fracturing in 2012, Disney began preparing for that future by actively exploring and investing in new potential solutions.
Resist the Tyranny of Now’s pull by making strategic foresight activities just as tyrannical – require decisions based on foresight insights to occur in 90 days or less. These decisions should trigger resource allocation reviews, even if the resources are relatively small (e.g., one or a few people, tens or hundreds of thousands of dollars). If strategic foresight doesn’t force hard choices about investments and priorities, it’s activity without achievement.
How You Lead and What People Do Determine Strategic Foresight’s Success
Executive authority, challenging inputs, and process integration are necessary but not sufficient. Success requires conquering the deeper organizational and human behaviors that determine whether strategic foresight is a corporate ritual or a competitive advantage.
