15 years ago when I worked at a previous company, there was new leadership brought in from outside the company to do exactly what Schaeffer was tasked with, which was to transform an organization . In this case, it was a division that included 5 states. Our new leader, Dave, was charismatic and determined; he informed his entire leadership, during a face-to-face meeting, that a restructuring was needed and why. Just as Schaeffer defined the autocratic leader as someone who must do what is necessary to resolve an emergency situation, and not someone who bullies his or her employees to get what he or she wants, Dave explained that he understood that many of we will probably hate it intensely, but it is not personal, we are here to fill a business need (Schaeffer, 2002). He was very outspoken and led our division with autocracy for about six months. I was promoted to be his divisional trainer, and while I was in that position and had experience as a district manager, he held a confidential meeting with me telling me he needed my help with executing a renovation that will require closing offices and layoff of employees as the district manager of this state was out of the FMLA at that time. Like Schaffer, there had to be elements of surprise in executing such a large change. Dave, six others, including me, have approached the closures and layoffs synchronized by our