Sometimes it’s not the person who is difficult; it’s the role.

Transformation leaders are often designed to be disruptive. The role exists to challenge legacy processes, to inject technical rigor into decisions that were once made relationally or politically.

That shift creates friction.

When data replaces intuition, someone loses power. The role becomes “in the way.” And so the role gets labeled difficult.

That label is often a signal that transformation is working 

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