become a fearless leader of change
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Become a Fearless Leader of Change. Mary Lynn Manns International Paideia Conference April 2012 . Does anyone have a good idea?. What do you usually do to make your idea happen?. How can this person in front of the room help?. - PowerPoint PPT PresentationTRANSCRIPT
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Become aFearless Leader of Change
Mary Lynn MannsInternational Paideia Conference
April 2012
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Does anyone have a good idea?What do you usually do to make your idea
happen?
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How can this person in front of the room help?Gathered strategies from leaders of change in
many different organizations
Documented successful strategies as “patterns”…Patterns capture recurring problems and
successful solutionsEach pattern documents: problem, context,
solution, rationale, consequences, known uses, name
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The Fearless Change approach…Change happens one person at a timeThe goal is to encourage each person to
become so involved and interested in the new direction that they want to change.
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Facts
Fear
ForceFix
How do we attempt to persuade people?
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Factscommunicate info about a
change -- this is only the first
step
Fear
Force
Fix
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Knowledge: communicate facts/infoCapture Attention
Wake-Up CallStress the core of your message
Elevator PitchConcentrate on the possibilities
Tailor MadePropose a strategy
Step by Step, Time for ReflectionKeep your message visible and frequent
In Your SpaceTackle preconceived notions
Myth Buster
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Factsthe first step (but not the only one)
Heneeds
twomorethingsto be
persuaded
Fear
Force
Fix
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Give Facts
Build Beliefthat success can
be achieved
Create Tensionbetween the
present and thedesired states
ProvideKnowledge
~logical~
Persuade~emotional~
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Decisions are madethrough reason and emotion
Reason: provide factshelp the person understand the facts
Emotion: address feelingshelp the person care about the facts
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Facts
Fear
ForceFix
How do we attempt to persuade people?
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Is there another ‘F’ wordthat can persuade a person to
make a fundamental and sustainable
change inthinking and behaving?
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Feelings…Behavior change happens mostly by
speaking to a people’s feelings. (John Kotter)
Our emotions drive our decisions and then we use logic and reason to justify our decisions.
People will forget what you said, forget what you did, but not forget how you made them feel. (Maya Angelou)
McKinsey Quarterly (Feb 2011) Irrationality in the Workplace
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Some examples…Market the change as a bright spot among all the
burn-outConsider how the change affects each individual. How
does it address the problems s/he hates?Dig deep into the concernsWhen things are not going well, show people you
believe in themRecognize and understand what people are losingConcentrate on the positive effects (rather than the
fearful things that can happen if you don’t make the change)
Guide people in imagining how much better things can be
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Persuasion: transform knowledge into actionCreate Tension & Build Belief
Create an Emotional ConnectionShow a truth that addresses what the person
is feeling
Match your idea to individual needs Personal Touch
Use stories rather than statisticsHometown Story
Allow people to imagine the future Imagine That!
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Persuasion (continued) : Create Tension & Build BeliefBuild relationships
EvangelistInvolve the skeptics
Fear LessRecognize what people are losing
Shoulder to Cry OnEase the concerns
Trial RunShare ownership
Group Identity
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Create Tension … Build BeliefShow a truth that addesses what individuals
are feeling.
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Take-aways…Facts, Fear, Force, Fix do not persuade
people to make a sustainable changeFacts are only the first step-- you must help
individuals care about the factsTo persuade: create tension and build
beliefAppeal to emotion rather than only to logic
The Fearless Change patterns provide a “toolkit” for building an initiative that allows change to emerge one individual at a time.
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Some of the patterns in your “toolkit” for leading change
KnowledgeWake-Up CallElevator PitchTailor MadeStep-by-StepTime for
ReflectionIn Your SpaceMyth Buster
Tension & BeliefEmotional
ConnectionPersonal TouchHometown StoryImagine That!EvangelistFear LessShoulder to Cry
OnTrial RunGroup Identity
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Leading change is hard, but…
You miss 100% of the shots
you never take.
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Fearless Change: Patterns for Introducing New Ideas
Mary Lynn Manns
www.fearlesschangepatterns.com