It may be difficult for some managers to start at the beginning due to the fact that they have been encouraged to focus much higher up the mountain over the past several years. Popular programs focused on mission statements, diversity training and self-directed work teams are all Level 3 directives and past total quality management, reengineering, continuous improvement, and learning organization
efforts are aimed at Level 4.

All of these ideas are well meaning and many have been well planned and executed, but that has not kept most from withering. They aimed too high, too fast. Without the foundation of Level 1 it does not make sense to start work at higher levels. If an employee does not know what is expected of him as an individual, then how can he become engaged in becoming a better team member. If he remains uncertain of his fit and role, he cannot be expected to be comfortable sharing his ideas for innovation.

There is a great temptation to implement any number of high-level ideas as soon as possible, but it is like helicoptering onto the mountain at seventeen thousand feet. It feels like a good move at first. It quickly puts you closer to the summit, but ultimately provides your group with a smaller chance of reaching your final goal.

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