In a recent LinkedIn post, Laurie Ruettimann discusses the common challenges employees face when trying to implement new initiatives within their organizations, arguing that the issue often lies with systemic problems rather than individual capability. Ruettimann, a seasoned HR professional with three decades of experience, asserts that employees are often ready and willing to contribute more, but are hindered by organizational structures that promote lengthy consensus-building and a reliance on external validation.
The Root of Execution Problems
Ruettimann highlights a pervasive problem where valuable insights and learning initiatives fail to translate into actionable change. This failure, she contends, is frequently blamed on the individuals tasked with execution, even when they are not the primary bottleneck. Instead, Ruettimann points to a flawed organizational architecture as the core issue.
“Your organization has invested in programs, learning initiatives, and skills training. You know what employees think and what skills are missing. But the insight doesn’t become action because leaders get stuck in consensus-building and stakeholder alignment and waiting for permission from people who move slower than they do.”
In her analysis, Ruettimann emphasizes that this is fundamentally an execution problem, and employees are often unfairly burdened with the blame. She states that the company’s underlying structure is often what needs fixing, and that motivated individuals can be the agents of this change.
Characteristics of Change-Driving Leaders
Delving deeper into the dynamics of effective change, Ruettimann contrasts those who drive progress with those who are held back by organizational inertia. She suggests that leaders who successfully implement change are not operating under different rules, but rather possess certain qualities fostered by their environment and personal discipline.
The Advantage of Being Rested and Refreshed
According to Ruettimann, those who effectively drive change are often more capable due to being well-rested and cognitively refreshed. This state allows for clearer thinking and greater capacity for risk-taking. She explains that these individuals are not waiting for perfect alignment before acting.
“The leaders actually driving change aren’t operating from a different rule book. They are faster because they are rested, brighter because they are cognitively refreshed, and braver because they know how to take risks.”
Ruettimann argues that this approach requires a developed discipline to make decisions and move forward without the need for universal agreement. This proactive stance, she implies, is a key differentiator in overcoming organizational hurdles.
A Path Forward for Employees
Ruettimann concludes her post by offering a hopeful perspective for those feeling stuck. She asserts that the existing organizational architecture, while potentially broken, is fixable. The key, as she sees it, is for individuals to recognize their readiness and to be willing to address the systemic issues.
“This is an execution problem, and you’re getting blamed for it. Here’s what I know from thirty years in HR: you’re not the bottleneck. You’re ready. Your company’s architecture is broken, but the good news is that’s fixable if you’re willing to be the one who fixes it.”
Ruettimann’s insights, shared in anticipation of her keynote at EX:ACT 26 in Chicago, provide a framework for understanding and overcoming the common frustrations associated with implementing change in large organizations. She encourages individuals to see themselves not as the impediment, but as potential catalysts for necessary structural improvements.
📝 About This Content
This article is based on insights shared by Laurie Ruettimann on LinkedIn.
📅 Originally posted on May 6, 2026 | View original post on LinkedIn →