So what are RCLs like? They are all different—except in their determination to achieve better results through people. They share a common set of characteristics that help them further this aim:

• Commitment to a better way. RCLs believe that their company’s future depends on the successful execution of the change effort. They see their target as exciting, worthwhile, and essential to their personal satisfaction, as well as to the prosperity of the institution.
• Courage to challenge existing power bases and norms—a courage developed in the face of opposition, failure, uncertainty, and risk. While RCLs do not welcome failure, neither do they fear it. By demonstrating an ability to rise again, they also build courage in those around them.
• Initiative to break through established boundaries. RCLs take it upon themselves to work with others to solve unexpected problems, break bottlenecks, challenge the status quo, and think outside the box. Setbacks never discourage them from trying again—and again. Though responsive to the aspirations of top management, they do not wait to be inspired to action.
• Motivation of themselves and others. Highly motivated themselves, RCLs create energy, excitement, and momentum in the people around them and provide opportunities for others to follow their example and take personal responsibility for change. More often than not, they use facts about customers and competitors to motivate their people to win in the marketplace.Highly motivated themselves, RCLs create energy, excitement, and momentum in the people around them
• Caring about how people are treated. RCLs are fair-minded and intent on enabling others to succeed. They never deliberately manipulate or exploit people. They are determined to help each person achieve their full performance potential.
• A sense of humor. Far from trivial, a sense of humor often gets RCLs through when those around them have lost heart. It enables them to help others stay the course in the face of confusion, discouragement, and the occasional inevitable failure.

JON R. KATZENBACH