Change for the sake of change is imprudent — change must first and foremost be about driving business results. Improving each client's financial performance is our primary objective.
	Leaders must work toward improved business results, organizational effectiveness and leadership development simultaneously and continuously. The three pursuits reinforce each other.
	Change must be owned at the top and begin at the top. The Senior Team must focus on changing individually and collectively before enlisting their people to improve.
	The Senior Team must achieve alignment first among its own members on the aspirations for the organization's future. They must then communicate that strategy, cascading it throughout the organization so that all employees know how their work supports the larger effort.
	Communication must be genuine and steady. The Senior Team must establish a candid, consistent dialogue with the organization in order to refine strategies, heighten performance and find solutions to problems.
	The best solutions to a company's challenges — be they strategic, operational or organizational — can be found inside the business.
	A winning organization must develop and maintain disciplined operating mechanisms that are appropriate for its size, scope and context. Growth presents many opportunities, but it can also create efficiency and effectiveness gaps. Only a well thought-out system that is aligned with the company's current and future objectives can fill these gaps.
	Current leaders must take the responsibility to develop the next generation of leaders. The people most qualified to accomplish this — and, in our experience, most successful at doing so — are the company's existing leaders.
	Leaders learn the best when tackling real business issues head-on and delivering bottom-line results. Reading books, studying cases and listening to experts are poor substitutes for the experience of fixing a real problem.