Hi John,
Thank you for reading and your questions!

3. Sense of Urgency
I have a couple of thoughts. First, I think the important thing here in communicating urgency is to ensure leaders are communicating THE WHY behind the change.  Part of the job of the leader is to capture the hearts and minds of their team with the vision, and not just communicating THE WHAT. Simon Sinek's Golden Circle fits in nicely here.  Second, leaders have a responsibility to recreate mindsets in their organization that any change defines the new circumstances in which we must all succeed. To be successful in the new world of business, we must coach our teams to greet change with a simple, "good to know" and focus on the next best action that will add value. 'Simpler times' are over, and change readiness is an essential core competency if you want to continue to be relevant to your organization. I agree that realistic, yet assertive, timelines should be kept in mind, there are some instances (safety, compliance, etc) we won't always have that luxury.

6. Decision Stickiness
I think the key strategic question here is, "At what point is my decision no longer supporting the long-term vision of the organization?" If they've determined that it no longer serves it's strategic intent, leaders must have the courage to quickly modify the direction. Easier said that done as we often feel the weight of sunk costs! However, I don't feel all is lost here, great leaders can consolidate gains, learnings and progress made and focus on those wins as they shift organizational direction.   I agree with your point about not letting those daily small decisions derail the overall objective, and that is what the 'Decision Stickiness' is intended to communicate.

Thanks for your comments, John!
Kelli