Leading Fearless Change

Mary Lynn Manns, Ph.D.

University of North Carolina at Asheville

manns@unca.edu

www.cs.unca.edu/~manns

The Project

Started in 1996 collecting change leadership strategies from:

– discussions with people leading change worldwide

– leaders of change throughout history

– change theories

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)

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.

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 you—you have “passion” for the idea.

You are a “powerless leader.” Aren’t we all powerless to change people’s minds?

Leading Fearless Changecourse at UNCA

Leading change is hard; just ask anyone who has tried. Yet, any person with a good idea has the potential to make that idea a reality if s/he knows effective change management strategies. This course will examine how leaders throughout history have been visionaries of ideas and made changes happen in many different situations and organizations. The goal is to equip students with the strategies they need to become successful leaders of change in their personal and professional lives.

Leading Fearless Changecourse assignments

• Short paper on a leader of change from history

• Further exploration of a change issue

• Interview with a leader of change

• Semester-long change project– regular progress reports– final report and self-evaluation

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.

Myth #1:I 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?

Keep a Package of PatternsWith You

Take on a roleEvangelist

Create a vision. Make short-term goals. Build on your successes and learn from your failures.

Test the WatersStep by Step The key to innovation is to manage a balance of planning, structure, and improvisation. (K. Sawyer, Group Genius)

Time for ReflectionSmall Successes

Get Started

Learn about the new idea

Study Group

Just Do It Gain visibility

Hometown Story

Do Food

Token

In Your Space

Myth #2:If 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 what’s going on in the other person’s head, not in yours. (R.N. Bolles, What Color is Your Parachute?)

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• We’ve always done it this way…

– Laggards

Tailor your message

Personal TouchInnovatorEarly AdopterEarly MajorityWhisper in the General’s Ear

Myth #3:I can lead this change alone.(After all, reaching out is a sign of

weakness.)

However….

… You don’t 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 one’s ability to ask for help. (D. Keough, former president of Coca-Cola)

Get Connected

Ask for HelpInnovatorsEarly AdoptersBridge BuilderConnectorsGuru on Your Side

Group IdentityJust Say Thanks

Myth #4:Cynics 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 don’t know?

Respect the Resistanceand make use of it

Fear LessChampion SkepticCorridor PoliticsTrial RunWhisper in the General’s EarBridge Builder

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

Go out andlead great changes

in the world!

For more information:www.cs.unca.edu/~manns/intropatterns.html