Leading Fearless Change

1
Leading Fearless Change

• Mary Lynn Manns, Ph.D.
• University of North Carolina at Asheville
• manns_at_unca.edu
• www.cs.unca.edu/manns
• PG Clay Street Project
• April 2009

2
(No Transcript)
3
The Project

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

4
Patterns

• Successful strategies documented as patterns
• Patterns capture recurring problems and
  successful solutions
• Each pattern captures
• problem
• solution
• consequences (negative and positive)
• known uses
• a name
• A collection of patterns (for leading change)
  provides a vocabulary or language (for leaders of
  change)

5
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.

6
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.

7
Warm up.

• What are the challenges
• in leading change
• at P G?

8
The goal.

• People become so involved and interested
• in the change process
• that they want to change.

9
True or False?I need a specific plan for
leading the change.

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

10
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

11
What does the Evangelist do first?

• Well, it depends
• Some possibilities
• In Your Space
• Just Do It
• Study Group
• Personal Touch

12
Guru on Your Side
Early Majority
Champion Skeptic
Bridge-Builder
Early Adopter
Connector
Local Sponsor
Innovator
13
The decision process
knowledge persuasion decision
implementation confirmation The mental
activity at knowledge is cognitive (knowing)
persuasion is affective (feeling)
14
Knowledge present the relevant facts

• Goal Audience will believe you and be willing
  to be persuaded
• Stress a simple, concrete message Just Enough
• What is the core? Elevator Pitch
• Gather Information
• Just Do It, Town Meeting
• Capture attention
• Big Jolt, Wake-Up Call
• Make it relevant Tailor Made
• Consider the value drivers of the group

15
Knowledge continued

• 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
• Next Steps

16
The decision process
knowledge persuasion decision
implementation confirmation The mental
activity at knowledge is cognitive (knowing)
persuasion is affective (feeling)
17
Move from informing to persuading

• 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)

18
Persuasion transform information into action

• Goal Audience will form the intended opinion
  and be willing to act on it
• Ask yourself What will cause my audience to
  feel something? Emotional Connection
• Set the stage relationships
• Show your passion for the problem/solution
  Evangelist
• Stir up a little anger Wake-Up Call
• Match to individual concerns Personal Touch

19
Persuasion continued

• Create ownership
• Involve Everyone, Ask for Help,
• Group Identity
• Just Say Thanks
• Address the fear of the skeptics Fear Less
• Tell meaningful stories
• Talk about people instead of statistics
• Do Food and Token

20
Persuasion continued

• Prompt a little fun
• Allow people to feel smarter
• Show that you understand their loss
• Leave them with a sense of urgency Wake-Up Call
• Other ideas??...

21
Things are buzzing some other patterns to
remember...

• Sustained Momentum
• Shoulder to Cry On
• Piggyback
• Corridor Politics
• Trial Run
• Stay in Touch
• etc

22
Summary

• Step-by-Step with Time for Reflection
• The different types of people
• persuading each person in the most effective way
• involving each person in the change initiative
• Patterns for informing versus persuading
• More patterns once the buzz is happening

23
Leading change is hard, but

• You miss 100 of the shotsyou never take.

24
Leading Fearless Change

• Mary Lynn Manns, Ph.D.
• University of North Carolina at Asheville
• manns_at_unca.edu
• www.cs.unca.edu/manns
• P G
• April 2009