Date post: | 12-Jan-2017 |
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A Handbook for Leading Change from Within
Lois Kelly & Carmen Medina
REBELS AT WORK
“Rebels at Work is the essential guide to rocking the boat. From the trenches, Lois Kelly and Carmen Medina outline how to gain credibility, pitch ideas,
navigate politics, manage conflict, and maintain sanity.”— Adam Grant, Wharton professor and
New York Times bestselling author of Give and Take Why is change so hard? What does it takes to lead change? How can you support change ini@ators?
The top reasons my organization resists change:
1. Execs will never agree to it
2. Not enough resources/too expensive/no budget
3. We’ve tried that before and it didn’t work
4. Need more convincing ROI
5. Like the way things are
6. We avoid conflict, talking about the tough issues
Troublemakers Good Rebels
Complain Create Break rules Change rules Me-‐focused Mission-‐focused Problems Possibili=es Alienate A?ract Energy-‐sapping Energy-‐genera=ng Asser@ons Ques=ons Pessimist Op=mist Point fingers Pinpoint causes Worry that… Wonder if… Obsessed Reluctant
Source: Rebels At Work
“Technical problems are simpler and usually have apparent solu@ons. Adap@ve challenges are so much more complicated and involve human
beings and their emo@ons and crap like that.”
Technical vs. adaptive challenges
Issue Technical solu=on to complex, human issue
Predict sales
CRM systems
Student learning
Standardized tests
Mo@vated workplace
Employee engagement PR
Health care affordability
Insurance programs
Low Medium High
How confident are we that we’ve gotten the problem right?
How well have we thought through a possible solution? How much value would this idea provide?
Do we believe it’s possible?
How much do we want to do it?
Will people support it?
Is it worth taking on?
Understand the organiza@on
What does the organiza=on really care about in its gut?
Look for aspira@ons or anxie@es
How do new ideas get approved?
Look at someone who has succeeded.
What does she/he do?
25
EMOTIONAL HOOK
HOW THINGS WORK
What’s at stake Show how the idea relates to what people want.
What could be
Make the status quo unappealing.
Why it can work People support ideas they think can work.
What do people in your organiza=on really want? Is it stated or unstated?
Frame and position the idea
When just 10% of the popula@on holds an unshakeable belief, their beliefs will always be accepted by the majority.
10% tipping point
Network research scien@sts, Rensselaer Polytechnic Ins@tute
h?p://news.rpi.edu/luwakkey/2902
Enlist support
Objection Meaning Response
There are no resources
It’s not a priority Explore importance, acknowledge
How will THIS affect THAT in future?
Desire for certainty What is known. What can be learned. Discomfort of unknowables
Where’s the ROI? How will we know it’s working?
Create measures
Let’s develop some consensus on this
Uncertain of its merits What would it take for you to see value?
When should you quit?
You’ve burned too many bridges. No one at work supports you. There are no opportuni@es to grow. Your values differ greatly.
Be kind and thoughtful: Safety Call BS and be called on BS: Authenticity
Invite cognitive diversity: Creativity Have a strong backbone & gentle heart: Empathy