This article focuses on one dean's approach to securing and maintaining faculty involvement in developing a School of Education CPED Initiative. Using the conceptual framework of "execution" (Bossidy & Charan, 2002), the author describes how the goal of creating a "change-capable" culture (a) demanded congruence between the dean's leadership philosophy and behavior; (b) promoted faculty understanding of and involvement with the CPED change process; and (c) engaged faculty, including "resisters," with the dean in building a shared vision of the CPED Initiative and its implementation in the School of Education. The chapter concludes with the lessons learned by both the dean and faculty, including the implications of their work on the CPED Initiative moving forward.