3. The role of the manager is very clear. Changing the daily behavior of managers is critical during times of transition. It is unreasonable to expect that one three-day training course will do the trick. Close attention through coaching will help institutionalize the change.

So much time and money is wasted on projects that succeed in producing committed deliverables, but fail to achieve performance goals.

If improvement projects fail to create behavior change -- if people do the same things this week as they did last week -- the project adds no value at all.

It is possible to make "change" a competitive advantage, but it requires an understanding of the value of behavioral change and the professional capabilities needed to deliver.

This article is commentary by an independent contributor, separate from TheStreet's regular news coverage.
Hall is managing director of Human Capital Systems (www.humancapitalsystems.com), a firm that designs systems for improving workforce performance. He is also an instructor in Duke Corporate Education's teaching network and author of The New Human Capital Strategy. Hall was formerly a senior vice president at ABN AMRO Bank in Amsterdam and IBM Asia-Pacific's executive in charge of executive leadership and organization effectiveness. During his tenure, IBM was twice ranked No. 1 in the world in Hewitt/Chief Executive magazine's "Top Company for Leaders." Hall completed his Ph.D in industrial-organizational psychology at Tulane University, with a dissertation on people management practices of Japanese corporations.

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