Leading Fearless Change

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Leading Fearless Change

• Mary Lynn Manns, Ph.D.
• University of North Carolina at Asheville
• manns_at_unca.edu
• www.cs.unca.edu/manns

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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

• Fearless Change
• Patterns for Introducing New Ideas
• (Addison Wesley Publishing Co., 2005)
• 48 patterns
• chapters on change and the use of the patterns
• experience reports
• target user is powerless leader
• emphasis is emergent change
• The goal of Fearless Change 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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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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Myth 1I 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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Get Started

• Learn about the new idea
• Study Group
• Just Do It
• Gain visibility
• Hometown Story
• Do Food
• Token
• In Your Space

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Myth 2If 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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Different people accept new ideas at different
rates

• Do you know these people?
• New stuff is cool!
• Innovators
• Interesting idea, but I want to hear more.
• Early Adopters
• What do other people think?
• Early Majority
• If I have to
• Late Majority
• Weve always done it this way
• Laggards

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Tailor your message

• Personal Touch
• Innovator
• Early Adopter
• Early Majority
• Whisper in the Generals Ear

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Myth 3I 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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Get Connected

• Ask for Help
• Innovators
• Early Adopters
• Bridge Builder
• Connectors
• Guru on Your Side
• Group Identity
• Just Say Thanks

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Myth 4Cynics 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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Summary

• Patterns document recurring, successful
  strategies
• The Fearless Change book contains 48 patterns
  from successful leaders of change
• The book is written for all powerless leaders
  who have a good idea and want to introduce
  changes into their organizations

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Go out andlead great changesin the world!
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For more informationwww.cs.unca.edu/mann
s/intropatterns.html