Every person develops habits to get the assignments they have been given done. In absence of in-the-field or on-the-factory-floor coordination, however, teams often turn to the norm of crisis management. Despite well-intended hard work, it is easy to fall into blaming one another for mistakes and choosing isolation within silos. Leaders in particular must adopt new habits of execution which in turn will shift how everyone interacts. Mark shares the case of a nuclear plant turnaround and a regulatory agency’s shift to enable support of an international crisis, simultaneous with an organizational culture change. Tangible business results are enabled from new execution habits, ownership of shared priorities, and relationships fortified by interaction agreements.
