ABSTRACT
Real buy-in manifests itself in smooth operations. It is through the daily management actions, and employees’ interactions that members of the firm can demonstrate their commitment to adapting to external conditions. In the life of every organization, events conspire to deliver the firm to an inflection point, the point that the direction of the firm is altered by a single event. In the life Apex, it lies in the refusal to produce the quickie report. Smooth operations depend on two accountabilities: functional (people) and process (people working with people). To recruit, engage and retain the best people a firm must ply to people’s strengths, dehassle their work, provide line of sight expectations, provide recognition and appreciation, and hire fewer people and pay them more. Leaders must know their people beyond their work. By reaching deeply, the relationship has room to develop a relationship that encourages self-renewal through practicing mindfulness, hope, and compassion. Change in an organization can come from the grass roots or from the top-of-the-house. From the top, it is consider revolution and from the bottom, evolution. Either direction, people are best served in adaptation when learning is actively practiced.
