Leading Fearless Change

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Leading Fearless Change

• Mary Lynn Manns
• manns_at_unca.edu
• www.cs.unca.edu/manns
• SIM
• April 2009

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(No Transcript)
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The Project

• Started in 1996 collecting change leadership
  strategies from
• discussions with people leading change worldwide
• leaders of change throughout history
• change theories

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Patterns

• Successful strategies documented as patterns
• Patterns capture recurring problems and
  successful solutions
• Each pattern has a name
• A collection of patterns (for leading change)
  provides a vocabulary or language (for leaders of
  change)

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The Book

• 48 patterns
• chapters on change and the use of the patterns
• experience reports
• target user is powerless leader
• emphasis is emergent change
• The goal
• People become so involved and interested in the
  change process that they want to change.

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The Context

• You belong to an organization.
• You have an idea that you would like to bring
  into the organization.
• This idea stirs something in youyou have
  passion for the idea.
• You are a powerless leader. Arent we all
  powerless to change peoples minds?

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Why is it so difficult tolead change?
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Some Misconceptionsthat get change leaders into
trouble

• If I have a good idea that adds value, it will be
  easy to convince others to accept it.
• All I need is a lot of knowledge about the new
  idea and an effective plan.
• I can convince people with my charm and a nice
  PowerPoint presentation.
• Run away from the skeptics.
• I can lead this change initiative alone.
• Once I convince people, they will stay convinced.
• And why do I need this information? I am in a
  position to impose the change.

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True or FalseI need a specific plan for leading
the change.

• However.
• Change is not an event it is a process.
• Change happens one individual at a time.
• Can you predict how individuals will react
  during this process?
• How does a powerless leader begin the process
  of change?

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Keep a Package of PatternsWith You

• Take on a role
• Evangelist
• Create a vision. Make short-term goals. Build on
  your successes and learn from your failures.
• Test the Waters
• Step by Step
• The key to innovation is to manage a balance
  of
• planning, structure, and improvisation. (K.
  Sawyer, Group Genius)
• Time for Reflection
• Small Successes

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True or FalseIf I just explain the value in the
new idea, people will understand and accept it.

• However.
• Are people reasonable and logical
  decision-makers?
• Behavior change happens mostly by speaking to a
  person's feelings. (J.P. Kotter, The Heart of
  Change)
• Relate to whats going on in the other persons
  head, not in yours. (R.N. Bolles, What Color is
  Your Parachute?)

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How do you convince people?

• Provide a lot of facts?
• Create fear?
• Force them?
• Is there another F word?

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Feelings

• Our emotions drive our decisions and then we
  justify with logic and reason.
• Behavior change happens mostly by speaking to a
  peoples feelings. (John Kotter)
• People will forget what you said, forget what you
  did, but not forget how you made them feel. (Maya
  Angelou)

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Informing.

• Stress a simple, concrete message Just Enough,
  Elevator Pitch
• Gather Information Just Do It, Town Meeting
• Show a relative advantage
• Build credibility for your message
• Hometown Story, External Validation, Big
  Jolt
• Create opportunities for learning Study Group
• Concentrate on the possibilities
• Small problems Step by Step propose a strategy
  
• Give visible, frequent messages In Your Space

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From informing to persuading

• Ask yourself What will cause my audience to
  feel something? Emotional Connection
• Address the fear of the skeptics Fear Less
• Tell meaningful stories and images
• Do Food and Token
• Understand their loss
• Create a sense of urgency Wake-Up Call
• Show that you are emotionally attached to the
  idea
• Match problem to individual concerns Personal
  Touch
• Build a sense of ownership
• Involve Everyone, Ask for Help, Group
  Identity

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True or FalseI can lead this change
alone.(After all, reaching out is a sign of
weakness.)

• However.
• You dont have an unlimited supply of time and
  energy.
• The change could become all about you.
• What separates those who achieve from those who
  do not is in direct proportion to ones ability
  to ask for help. (D. Keough, former president of
  Coca-Cola)

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Guru on Your Side
Early Majority
Champion Skeptic
Bridge-Builder
Early Adopter
Connector
Local Sponsor
Innovator
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True or FalseCynics and Skeptics are negative
people so I should avoid them.

• However.
• Will they be happy if you avoid them?
• Should we spend our limited time trying to
  convince them?
• Can they teach us something we dont know?

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Respect the Resistanceand make use of it

• Fear Less
• Champion Skeptic
• Corridor Politics
• Trial Run
• Whisper in the Generals Ear
• Bridge Builder

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So, how do you use these patterns?.

• Define your long-term vision.
• Create a small, short-term goal.
• Identify the strategy (pattern) that can get you
  closer to that goal.
• Take a small step towards that goal.
• Reflect on what went right and decide on your
  next step.
• Proceed Step by Step!

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You miss 100 of the shotsyou never take.
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Go out andlead great changesin the
world!www.cs.unca.edu/manns/intropatterns.html
manns_at_unca.eduMary Lynn Manns