Leadership development at scale—where the goal is to sustainably shift the behaviors of an organization across the board—requires a tipping point for new leadership behaviors to take hold. Why do some ideas, products, and behaviors take hold and spread like wildfire, while others never catch on? A popular theory on change cites three factors—reaching the right people, a “sticky” message, and a conducive context—to reach a critical mass and tipping point where real change takes hold.
