Mindy,” a chief transformation officer at a growth biotech firm, was six weeks into a transformation when the data told her what her senior team couldn’t see: Engagement scores had dropped 40%. Turnover had doubled. And no one at the executive table had seen it coming.

Mindy’s CEO reached out to engage me as a coach for the senior leadership team, explaining, “Mindy doesn’t need help with strategy. She needs help getting her leaders to see what’s actually happening with their people.” He had watched the transformation lose momentum not because the plan was flawed, but because his senior leaders, though technically brilliant, consistently misread how people were responding to change. They would present a restructuring plan, see no pushback in the room, and genuinely believe everyone was aligned. Meanwhile, their teams were silently disengaging. Click here to read the full text article