Pressler recognized that it would be premature in the first hundred days to develop a comprehensive strategic plan - and even if he did, it might be wrong. But he knew that in an organization of 165,000 employees, he needed to find a way to set a direction and motivate the people.

As you involve more and more people in the change process, you may feel as if you’re treading water. This feeling comes from having to introduce and convince each new wave of people as your changes percolate down through the organization. During your first year there will never be a time when your strategic agenda isn’t being criticized, questioned, and debated. Be patient, and remember that the new converts will need the same time that you and others did to get it.

Blake’s experience running and turning around Promus Hotels and insurance giant USF&G, both multibillion-dollar corporations, gave him the edge over five other finalists. His mandate was to shepherd the USOC through a restructuring approved by the organization's 113 member board of directors. Blake’s reputation as a hard-driving, up-front turnaround expert was considered exactly what was needed to institute in the USOC many of the management disciplines common to efficiently managed corporations. The rationale behind Blake’s selection is not atypical - bringing in a change agent to lead a cultural transformation.

... Blake failed to appreciate the true balance of power and the deep cultural influence of the Athlete’s Advisory Council. He felt that he had his ducks in order, with a board mandate and plan approval to carry out the change that he - and many others - believed was essential. In a corporate setting this may have been relatively straightforward, given the generally clear scorecards of financial and organizational performance. Then again, it may very well have been just as difficult and ultimately unsuccessful. Why? Because whether it’s a powerful group of employees, retirees, restive shareholders, or even customers, a failure to assess the culture and the readiness for change among different interest groups can be lethal.

I got a lot of resistance initially,” Pressler recalls. “People asked, ‘How am I to be held accountable for something I don’t control?’” Pressler’s response: “You do. We’re a team, sharing responsibility and accountability for what’s best for our brands and for our company. We will set our agenda and determine our priorities together.” The result: “We still had to learn how to work effectively as a team, but this helped us begin to change our thinking and our actions.