On a usual Thursday morning, we continue our journey through the Business Development Program (BDP) led by Dr. Grace Alcid, which has become a structured platform for learning and professional growth for every new employee of JCCI. Now that we have reached the seventh BDP session, the progression reflects both continuity and the deepening of our collective understanding of organizational dynamics.
In this session, we tackled the Harvard Business Review case entitled “Welcome Aboard (But Don’t Change a Thing)” with our facilitator for this case, Mr. Carlo Lao from the team of Enterprise Sales. This case examines the complexities of leadership transition, organizational culture, and the challenges of implementing change in a long-established company. By engaging with this study, as learners, we were expected to critically analyze the balance between innovation and tradition, and to draw insights that can be applied to their own professional contexts.
Lessons in Leading Organizational Change
The Harvard Business Review case “Welcome Aboard (But Don’t Change a Thing)” by Eric McNulty explores the leadership challenges faced by Cheryl Hailstrom, the newly appointed CEO of Lakeland Wonders, a 94-year-old wooden toy manufacturer.
- Cheryl’s Vision: She wanted to modernize the company, expand into the midmarket, and secure a major contract with Bull’s-Eye Stores by outsourcing manufacturing overseas.
- Resistance: Longtime executives like Mark Dawson (SVP of Operations) and others were hesitant, citing risks with unions, brand identity (“Handcrafted in the USA”), and the company’s heritage.
- Board Dynamics: With family members, venture capital investors, and legacy leaders on the board, Cheryl faced pressure to deliver growth while balancing tradition.
- Core tension: Was Cheryl pushing too much change too quickly, risking alienation of employees and stakeholders who valued stability and heritage?
Key Themes
- Speed vs. Sustainability: Cheryl’s urgency clashed with the organization’s slower, tradition-bound culture.
- Heritage vs. Innovation: Lakeland’s “Made in the USA” identity was both a strength and a constraint.
- Stakeholder Alignment: Success required not just bold ideas but winning hearts and minds across unions, managers, and the board.
- Leadership Style: Cheryl’s direct, high-energy approach inspired some but overwhelmed others who valued gradual change.
My Reflection on the Case
The Lakeland Wonders case is a powerful reminder that leadership isn’t just about having the right strategy—it’s about timing, empathy, and alignment. Cheryl’s challenge wasn’t her vision; it was her ability to bring people along with her.
For anyone stepping into a leadership role, the key takeaway is this: change is not just a business decision; it’s a human journey. Success depends on balancing urgency with patience, innovation with respect, and vision with collaboration.
My Personal Experience as an Employee
When I first joined a company straight out of school, I felt a mix of excitement and pressure. The organization had been around for two decades. Much like Lakeland Wonders in the case study, the company had a strong identity rooted in tradition and “the way things had always been done.”
On my first week, I noticed how meetings ran at a slower pace than I thought it would be. Proposals for new tools or processes were met with polite nods but little follow-through. I wanted to prove myself by suggesting streamlining workflows and pushing for faster turnaround times. But I quickly realized that my enthusiasm was clashing with the company’s cautious culture.
One moment that stood out was when I suggested outsourcing a small task to a vendor to save time. My manager listened carefully but reminded me that the company prided itself on doing everything in-house. To me, it felt like resistance; to them, it was about protecting heritage and quality. That tension mirrored Cheryl’s struggle in the case study—her push for offshore manufacturing met with hesitation from leaders who valued “Handcrafted in the USA.”
Lessons I Learned
From that experience, I learned lessons that directly connect to Cheryl’s situation at Lakeland Wonders:
- Respect the legacy before pushing change: Just as Cheryl underestimated the emotional weight of Lakeland’s traditions, I learned that honoring a company’s heritage builds trust before introducing new ideas.
- Listen to the “slow lane”: What felt like resistance was often caution born from experience. Taking time to understand why people were hesitant helped me frame my ideas more effectively.
- Build allies, not just arguments: Cheryl tried to push her vision largely alone. I found that identifying supportive colleagues and building coalitions made change less threatening.
- Balance urgency with patience: Bold visions need careful pacing. I learned to start with small wins—like improving one reporting process—before tackling bigger shifts.
- Communicate the “why”: People resist change when they don’t see the benefit. Framing my ideas around how they supported the company’s values (quality, reliability) made them easier to accept.
My Reflection
Being new in a company is like stepping into Lakeland Wonders as Cheryl did: you see opportunities for growth, but you’re also entering a culture with deep roots. My biggest takeaway is that change is not just about strategy—it’s about people. As a new employee, success comes from blending fresh perspectives with humility, patience, and respect for tradition.
Persuading and Influencing Others: A Practical Guide
After dissecting the case “Welcome Aboard (But Don’t Change a Thing),” we have turned our attention to a critical leadership competency: the ability to persuade and influence others as discussed by Dr. Grace Alcid. The discussion highlighted that persuading and influencing others is less about manipulation and more about building trust, credibility, and connection. The most effective influencers combine logic, empathy, and strategic communication to inspire action.
Why Persuasion Matters
In professional and personal settings, persuasion is a critical skill. It helps leaders rally teams, negotiators reach agreements, and everyday individuals gain support for their ideas. Effective influence goes beyond convincing—it creates an environment where people feel heard, respected, and motivated to act.
Core Strategies for Persuasion
- Use Reason and Evidence
- Present clear facts, data, and logical arguments.
- Show how your proposal aligns with shared goals.
- Example: In a workplace, linking a new process to improved efficiency and reduced workload makes it harder to dismiss.
- Build Credibility
- People are more likely to follow someone they trust.
- Demonstrate competence, reliability, and integrity.
- Consistency in words and actions strengthens influence.
- Appeal to Emotions
- Logic alone rarely moves people; emotions drive decisions.
- Use storytelling, empathy, and shared values to connect.
- Example: Framing a proposal as a way to reduce stress for colleagues can resonate more deeply than numbers.
- Leverage Social Proof
- Highlight endorsements, success stories, or examples of others adopting similar ideas.
- People often look to peers for guidance.
- Adapt Your Approach
- Different situations call for different tactics.
- Sometimes reason works best; other times, collaboration or inspiration is more effective.
- Create Win-Win Outcomes
- Show how your idea benefits not just you, but the other person or group.
- Influence is strongest when people feel they gain something valuable.
- Practice Active Listening
- Influence is not one-way communication.
- Listening builds rapport and helps you tailor your message to what matters most to others.
When I was new in a company, I quickly learned that persuasion wasn’t about having the “best” idea—it was about presenting it in a way that aligned with the team’s values. I once suggested a digital tool to streamline reporting. Initially, colleagues resisted, worried it would disrupt their routine. Instead of pushing harder, I listened to their concerns and reframed the tool as a way to reduce late-night work before deadlines. That emotional appeal, combined with a small pilot project (social proof), turned skeptics into supporters.
Key Takeaways
- Influence is a blend of logic and empathy.
- Credibility and trust are the foundation.
- Adaptability is essential—different people respond to different approaches.
- Listening is as powerful as speaking.
- Persuasion works best when it creates shared value.
Final Thoughts
Persuasion isn’t about winning arguments—it’s about building alignment and inspiring action. Whether you’re leading a team, negotiating with stakeholders, or simply trying to get buy-in for a new idea, the art of influence lies in connecting with both the minds and hearts of others.
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