All too often the failure to Reward change is the pivotal point where change efforts fail—which is what makes it so regrettable. A company has gone through the necessary steps and just at the point where they are implementing the change, they misfire. Rewarding change lags behind the other processes. Thus a company can embed purpose, remove distractions, align expectations and coach. But if the recognition and reward systems of your company are based on lagging indicators such as sales revenue and profit margin, you will only encourage people to do things differently, not “do different things!”