We are not always going to convince everyone to get on board and in the military, there is a time and place to command someone to accept and manage change. As a leader it is incumbent upon you to support and develop your subordinates on their journey to Air Force professional mastery, and to lead them through challenges. Unknown strengths only become known strengths through testing and perseverance - that is a very subjective experience. Telling someone how to do something is akin to surface level learning. When people embrace change and make it their own, that's when understanding can be superseded by innovation. Nothing resonates more deeply in a person than having the experience themselves. When you are setting your objectives think strategically: Lead by example, encourage challenging discourse, don't shove them onto the path, bring them on the journey with you. There are a lot more journeys yet to come.