John Tyndall, the Irish physicist, had a particular genius for making sound visible using mechanical means. He read poetry to observe the distinct flickering of flames in response to the vowels he uttered. He noted the effects of sound on water jets and shallow sand. And he reflected light from tuning forks onto moving paper so he could see the sound of the forks' vibrations.

Nearly all objects vibrate when struck. The frequency that an object tends to vibrate is called its natural frequency. Tuning forks are designed with that feature in mind. An A440 tuning fork will vibrate at the precise frequency of a perfect A note, 440 Hz, or 440 times per second.

If you happen to be in possession of a second A440 tuning fork, you will notice that it, too, vibrates when the first fork is struck... even when the two are some distance away. This is because the two forks are connected by air particles. When the first is hit, it vibrates at its natural frequency. This sets the surrounding air particles into vibration at the same frequency. As the particles vibrate they cause other adjacent particles to take up the vibration and the resulting sound wave emanates out until it reaches the second tuning fork. Because the second fork shares the same natural frequency, it easily vibrates in response. This phenomenon is called resonance.

The interesting thing about resonance is that the result is always a large vibration - in other words the vibration is amplified. Regardless of the vibrating system, when two or more objects are set into motion this way, the size of the motion increases. This makes it even easier for other objects to take up the same frequency of vibration.

Leaders build new worlds through resonance. What I mean is that when a leader exhibits a behavior in a group, everyone else who is predisposed to that behavior will mirror the leader. In a change program, these are your early adopters. But, even with minor behavior changes, you will see people begin to adopt the words and ways of their leader... and a new world results.

All it takes is for just one other person to begin exhibiting the same behavior as the leader, and it is amplified.  Then it is much easier for others to take up as well. Before you know it these new behaviors for the basis for a wide variety of derivative activity.

For example, a new CEO comes on board in an organization where meetings always begin 10 minutes late and spill over beyond the time they are set to end. This late meeting syndrome seems to be held in place by a set of interlocking behaviors.

People want to stay until a decision is made and elect to continue the conversation beyond the end time of the meeting. Meetings are scheduled back-to-back without time to regroup. As a result of these two factors, people are always late to subsequent scheduled events. Then the new CEO arrives - she places priority on the efficient use of time.

She starts meetings on time and forces them to conclusion ten minutes before the hour. Initially this causes some discomfort as the new way clashes with the old. But, there are always some who are relieved to see this new behavior because it is their preference, too. They adapt immediately and show up prepared and on time for the next meeting. Further, they attempt to conclude ten minutes before the hour. In short order, the CEO's behavior is amplified and it becomes easy for others to mimic.

Ending meetings on time is not my point. What I want to illustrate is how leaders lead through resonance as their behavior is adopted, amplified, and spreads.

Resonance is a powerful force for change. It does not require new policies, software, or mandates - just a willingness to model.