Leading Fearless Change

1. Leading Fearless Change Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns P&G Clay Street Project April 2009

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 Champion Skeptic Early Majority 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 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)

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@unca.edu www.cs.unca.edu/~manns P & G April 2009