As we begin putting our business transformation plan into action at AAA Minneapolis, I am starting to see just how many moving parts need to come together for it to truly work. On paper, the goals are clear, grow from just over three million in revenue to more than six million in three years, improve customer retention, build better systems, and grow a team that feels connected to the mission. But as I step into the day to day work, the challenges are becoming more real.

The first one is resistance to change. Even with a solid plan and a positive team, it is natural for people to feel uneasy when old routines start to shift. We are bringing in new tools like automated outreach and AI call routing to free up time, but some team members feel like they are losing the personal touch or that their roles are changing too quickly. I am working through this by slowing down when needed, giving space for questions, and being honest about what we are doing and why. When people feel included, they are more likely to get on board.

The second challenge is around communication and culture. We are blending newer employees with folks who have been here for years. Some of our roles are changing, others are being created for the first time, and it can be easy for things to get lost or misunderstood. I am focusing on weekly meetings, small group check-ins, and encouraging everyone to speak up if something is unclear. We are building structure through shared processes and roles, but it is the informal conversations and consistency that really keep people connected.

Leadership alignment has also been top of mind. When different leaders interpret the plan in different ways, it can create confusion that slows everything down. That is why we are investing in leadership development and sticking to a clear cadence. We use a single page vision document to keep us focused and hold each other accountable. We are also leaning into our core values like team positivity and thoughtful innovation to help guide the way we work together.

Lastly, there is the challenge of resources. We have big goals, but we are also mindful of budget and time. We are not trying to do everything all at once. Instead, we are focusing on what moves the needle, new business, better retention, and getting the right people in the right seats. It is about working smarter and creating momentum one step at a time.

The truth is, transformation is not easy. There will be friction and false starts. But I believe in what we are building and the people we are building it with. That makes the work worth doing.

Looking forward to hearing how others are tackling similar situations.

Resource Allocation Reflections – From Challenge to Opportunity
In my leadership experience, it is not about having all the answers—it's about empowering the right people at the right time. And when it comes to resource allocation, we're not just moving people and pieces—we are aligning purpose.

I see three challenges in our strategic journey: first, building a five-day immersive course; second, dedicating real, focused resources to promote both learning paths; and third, targeting the right audience with the right message. Let's not pretend this is easy—it's not. But nothing truly transformational ever is.

Here's what I would do:

Delegate with Purpose: The content creation isn't a solo act. The DPC owners—those closest to the learner's needs—must lead this charge. They embody the lived experience, voice, and credibility that our learners trust. Let them shine.

Divide to Conquer with Clarity: We must separate our target audiences. One for corporate clients—firms hungry for accelerated leadership outcomes. Another is for nonprofit organizations, which often seek a deeper community impact. Each one deserves a different message.

Pilot with Intention: Before we scale, let's test. One corporate client. One nonprofit. That's where we start. Real feedback. Real interest. Real data. Only then do we launch to the targeted audiences, knowing our message meets a real need.

We lead with clarity, generosity, and alignment, and resource constraints become opportunities for innovation. This is where vision meets action—and where real leaders are made.

@keithryniakgmail-com Thanks for sharing the insights on the challenges. I believe your approach is creating the "buy-in" that is needed to make the changes. People resist because of the fear of losing their job or losing something. You are creating the necessary buy-in to move the change. What a wonderful role model!

Keith,

It is both good and bad that you are a relatively new leader of this team. Because there were likely problems previously or you may not be their new leader, they will be receptive to some change as long as it is congruent with what their expectations are. The communication that you focus on is critical for this. The alternative is that they will be somewhat skeptical of a new leader particularly if change is unwanted or happening too fast without careful consideration and the why behind the change is evident to all. Since you are an experienced leader, you are likely in a position to patiently pull your people along the transition journey. I know that I was way too fast in implementing what I wanted done as a relatively new leader resulting in not so positive results. I needed to accept that others don't always move at my pace and slowing down is important.

You point out some great ways to implement the Business Transformation Plan (BTP) and likely won't be surprised by what you encounter.

Jim

Chia-Li,

Thanks for showing me how to slow down since you know I am all over the place trying to implement leadership learning and execution. Target the right audiences particularly those who will be receptive to the training. I particularly enjoy seeing what these courses make on the lives of leaders. I am very satisfied and appreciate your counsel as we move forward.

Jim

Each of the three areas of focus for my business transformation plan will be subject to different challenges, however, I can pretty confidently predict which challenges will occur with each of the areas.

Exams - My biggest challenge with exams is going to be communication with our stakeholders. The team is skilled in the analysis and design of exams but often doesn't communicate as thoroughly as is necessary, especially when launching new programs. I will need to make sure that I am asking the right questions about what their communication strategy is and review their messaging to make sure it covers all points.

Continuing Education - Resistance to Change will be my biggest hurdle for the changes I'm imagining in this department. A combination of fear of change and losing their identities as experts, will cause me the most trouble. Additionally, a resistance to technology will also be a problem that will need to be overcome. I plan on doing quite a bit of training on new processes so that they can continue to feel like a part of the process and retain their expertise.

Surveys and Analytics - A lack of resources will be my biggest challenge. I am essentially a one man show, but once my BTP is implemented, I may be able to share some of my workload with new members of my committee or, at the very least, get some fresh ideas on how my processes can be improved. 

@rob-hughes Great evaluation about your BTP plan.