Leading Fearless Change Mary Lynn Manns SIM April 2009

The Project Started in 1996 collecting change leadership strategies from: –discussions with people leading change worldwide –leaders of change throughout history –change theories

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)

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.

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 you—you have “passion” for the idea. You are a “powerless leader.” Aren’t we all powerless to change people’s minds?

Why is it so difficult to lead change?

Some Misconceptions that 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.

True or False: I 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?

Keep a Package of Patterns With 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]

True or False: If 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 what’s going on in the other person’s head, not in yours. (R.N. Bolles, What Color is Your Parachute?)

How do you convince people? Provide a lot of facts? Create fear? Force them? Is there another “F” word?

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

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]

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]

True or False: I can lead this change alone. (After all, reaching out is a sign of weakness.) However…. … You don’t 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 one’s ability to ask for help. (D. Keough, former president of Coca-Cola)

Connector Early Majority Innovator Local Sponsor Bridge-Builder Guru on Your Side Champion Skeptic Early Adopter

True or False: Cynics 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 don’t know?

Respect the Resistance and make use of it  [Fear Less]  [Champion Skeptic]  [Corridor Politics]  [Trial Run]  [Whisper in the General’s Ear]  [Bridge Builder]

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]!

You miss 100% of the shots you never take.

Go out and lead great changes in the world! Mary Lynn Manns