Presslerâs process was as important to this as the specific expectations he set. He conducted one-on-one interviews with the company's top fifty managers, asking each of them the same six carefully considered questions to get their insights about the business, to solicit their advice, and to see what themes emerged. He and the Gap Inc. communications department also created a weblog for all the companyâs employees, posting all of his activities and what he was learning. As a result, âpeople saw that I was genuinely engaged and was willing to listen before I talked about where we needed to go or communicated a vision or approach,â Pressler says. âAnd that put people at ease. More important, people felt very connected to the learning experience I went through, and all those folks in the field who felt underappreciated began to feel that they were significant. I wasnât making promises or changes as much as being a listening post.