Kaleche, a dedicated logistics officer at a Nairobi-based shipping firm, sensed that operational inefficiencies plagued the team. Usually in operational meetings, he would directly state his recommendations on what to do or what needs to be done. But his track record for successful change management proved dismal.
So, instead of directly confronting his boss, Musalia, a dominant authoritative company vice president, he decided to frame his concerns as questions during the weekly team meeting.
