While corporate transformations are almost universally assumed to be top-down processes, in reality, middle managers, and first-line supervisors can make significant change when they have the right mindset. Dr. Tadataka Yamada was one of dozens of executives the authors spoke to over the last several years to learn how one can succeed in making positive change in large organizations. His story shows many of traits the authors observed in interviews. He had a clarity of conscience and was willing to speak up. He took every chance, even small ones, to hone his skills of challenging the status quo for the greater good. He didn’t let tough challenges gradually slip from focus because they were “too big” to tackle in the moment. Finally, he centered his purpose on helping those with less privilege

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