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and earned a reputation for ethics and excellence. Due to technological disruption, the firm needed to hire people with more diverse skills and mindsets. Their challenge was twofold. First, leadership needed to have a frank discussion about how they needed to operate differently. Second, they needed to signal to outsiders that the change was genuine. Managing the shift required a sustained commitment from the top to achieve the desired results. A High-Per formance Culture Is a Journey, Not a Destination Strictly speaking, values are how an enterprise honors its mission. To achieve any significant objective, capabilities must be brought to bear, and some of the most crucial capabilities are the skills embedded in an organization’s talent. However, while skills enable an enterprise to achieve its mission, they are separate and distinct from it. Values are central. There is a fundamental difference between hiring people to do what you want and hiring people who already want what you want. The value of any particular skill is likely to degrade over time. On the other hand, people who share your mission and values can acquire the skills needed to achieve your shared objectives. What we’ve found in our work helping to develop high- performing organizations is that every strategy requires specific capabilities and those capabilities come with people attached. Those people, in turn, come with their own needs and peccadilloes, rough edges, and dreams. The art of leadership is no longer merely to plan and direct action, but to inspire and empower belief. In today ’s disruptive marketplace, every organization needs to attract, develop, and retain talent with diverse skills and perspectives. The difference between success and failure will not