By ZEKE MILLER AP White House Correspondent WASHINGTON (AP) — President Donald Trump will host Jordan's King Abdullah II at the White...

Global News Through a Greek Lens
Global News Through a Greek Lens
Management experts suggest that mobilizing just 3% of a company’s workforce is sufficient to drive modernization, progress and growth. The key is for this minority to be determined, to clearly understand the goal, and to genuinely believe in it. The majority will follow, even if reluctantly, without substantially hindering the overall momentum.
The same principle broadly applies to all institutions: A small, focused group can significantly accelerate and enhance the performance of a government, political party, or organization.
Ministers who have successfully implemented reforms despite facing substantial resistance often attribute their achievements to engaging the few individuals who had the determination and willingness to strive for something greater.
A political leader from the pre-bailout era, who restructured his party’s operations against entrenched opposition, recalls with fondness and gratitude the party members who supported him with enthusiasm, passion and determination.
A small, focused group can significantly accelerate and enhance the performance of a government, political party, or organization
A former hospital administrator who adopted international best practices to introduce structural transformation in organization and mindset remembers the challenge of finding employees – ranging from doctors to administrative staff – willing to help bring his vision to life.
Mayors with similar experiences, who left behind significant accomplishments beyond superficial changes like pedestrianized streets later reopened to cars, share their own stories. They recount the frustration of discovering how political sinecures undermined municipal productivity and how employees hired for sanitation services ended up in offices with no actual responsibilities. Yet, they also found one deputy mayor, one department head, one street cleaner, and one social worker who, along with a handful of others – initially five, then 10 – took the lead in improving the daily lives of residents.
University department heads who worked to protect academic life from external interference and lawlessness share these experiences, as do public organization leaders who, without being prompted, chose to measure their effectiveness through evidence-based evaluations and make necessary adjustments. They relied on that 3%; the rest barely noticed.
In most such cases, leaders express regret that what they painstakingly built was quickly dismantled after their departure. They wonder if the few who stood by them continued on the same creative path or gave in, aligning themselves with the majority’s inertia and destructiveness.
https://www.ekathimerini.com/opinion/1258329/the-critical-3-driving-change-and-overcoming-inertia/
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