“The Catalyst” describes the five key barriers that often prevent change. Why aren't “the facts” enough to change minds?īerger: Because people aren't chairs. The book asks “what's preventing people from changing, what obstacles are in the way, and how can we mitigate them?” You don’t get people to change by pushing them, but by removing barriers to change. So the core idea of this book is describing a better way to change minds and action. But as leaders know, when you push people, they often don't go along.
We think that if we just provide more reasons, more information, more facts and figures, people will come around.
How do you define the word catalyst, and why is being a catalyst important for middle-market leaders?īerger: When we think about changing minds, whether it's the customer's mind or even changing organizational culture, we focus a lot on pushing.
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