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MENTEES:
MENTORS:
Josiah Akin
Christie Barbour
Rob Hallowell
Ella Klott
Sarah Nutt
Kim Jones
Karl Kapuscinski
Loryn Roberson
Tim Shannon
Jenny Weaver
Jeremy Wildgoose Kyle Wilson
J.R. Murray
Karyn Thorr
Brent Tregaskis
Mike Unruh
Rachel Wyckoff
silo—if it was a marketing issue, we’d put the marketing team on it; if it was a manufacturing issue, we’d get the engi- neers on it.” “Those days are kind of over,” he said. Now, it’s important for organiza- tions to “develop a process whereby
ing to execution, especially those who will be most affected by a change that’s being considered. Without inviting them in and welcoming their input, these people will likely be the most resistant to any proposed change. By including them, however, they may become cham-
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IT WASN’T LONG AGO THAT CHANGE FELT MORE REASONABLY PACED, “NOT NECESSARILY RARE, BUT CERTAINLY LESS FREQUENT THAN IT IS NOW.” — Paul Thallner
they are open to, engaged with, and able to change,” said Thallner. “This includes bridging our efforts within a coherent framework as opposed to working in silos—bringing in resources and people from around your organization to help with solutioning and managing change is what most organizations are doing.” TEAM EFFORT With that coherent framework in mind, one of the biggest takeaways from any lesson about managing change is the importance of including people in the process, from ideation to decision-mak-
pions of that change—and the process will likely be improved as a result. Learn by listening. When a ski area gets a new owner, for example, at least some things are probably going to change, which the incumbent staff may or may not welcome. Kapuscins- ki and his company now own four ski areas, having acquired three since 2021. His aim is not to homogenize the four resorts, but to take advantage of efficien- cies to help all four be more successful, which requires some changes. Instead of showing up and telling staffers what is changing, he’s found
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