Rocking the boat without falling out
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American Express NGen webinar on how to become a more effective change agent inside your organization. Key takeaways: why rebels needed, five Rebel 101 skills for creating change, knowing when to quit so that you don't get thrown under the bus.
Transcript of Rocking the boat without falling out
Rocking the Boat without Falling Out Crea5ng Change in Organiza5ons
Lois Kelly | Rebels at Work American Express NGen Webinar July 29, 2014
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Can you create change without rocking the boat?
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The gap between vision and current reality is a source of energy. If there were no gap, there would be no need for any ac5on to move towards the vision. We call this gap crea5ve tension. Peter Senge The Fi'h Discipline
Solu5ons and innova5on come from crea5ve tension
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But we’re socialized to be obedient to authority.
Group think, “likeability,” not rocking the boat is rewarded.
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Most run from disagreement and crea5ve tension...
…and cling to reasons not to change
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Source: MP Bumsted Biocultural Science & Management
Poll What are your organiza5on’s most common reasons
not to change?
q The board/execs will never agree to it q Not enough resources/too expensive q We’ve tried that before q It’s too risky q Are any other organiza5ons like us doing it? q Other: _____________________________________
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“The lack of ac5on was a result of broad bureaucra5c problems and the failure of individual employees in several departments to address a safety problem….” GM CEO Mary Barra
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“Nearly half of execu5ve teams fail to receive nega5ve news that is material to performance in a 5mely manner because employees are afraid….”
The Corporate Execu5ve Board “Open Door Policy, Closed-‐Lip Reality”
82% of employees have experienced some kind of penalty for speaking the truth.
Source: “Speaking Truth to Power” study Dana Theus, ReclaimingLeadership.com
Causes: Execs’ fear: nega5ve feedback. Unstated beliefs. • Employees are self-‐
interested, untrustworthy • Top management knows
best • Consensus = organiza5onal
health
Source: “Sounds of Silence,” NYU Stern School of Management
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And some5mes love blinds us.
Bad Rebels Good Rebels
Complain Create
Break rules Change rules
Me-‐focused Mission-‐focused
Problems Possibili5es
Alienate Ahract
Energy-‐sapping Energy-‐genera5ng
Asser5ons Ques5ons
Pessimist Op5mist
Point fingers Pinpoint causes
Worry that… Wonder if…
Obsessed Reluctant
Source: Rebels At Work
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Foghound ebook Rebels at Work: Motivated to Make A Difference for more thoughts on activating change click here
Greatest value rebels provide
Call out problems others afraid toChallenge ineffective sacred cow practicesWilling to be the first to try new approachesSee new ways to solve problemsBring outside ideas into the organizationHave ideas to improve products/servicesDetect emerging issues earlyHave a good pulse on what customers want
93%
88%
86%
79%
73%
42%
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What are the risks of NOT speaking up? If not you, who?
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Rebel 101: Preparing for the unknowable
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Understand the organiza5onal landscape
• What is most valued? • How are decisions made? • What are the business cycles? • Who influences what and whom? • What’s gemng talked about?
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Engage supporters and collaborators Earn credibility and trust Find trusted advisors
Think about sequencing
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Make friends with BBB’s
Bureaucra5c Black Belts
(BBB’s)
People who have mastered the organiza5on’s rules and culture and know how to navigate the in’s and
out’s to get things done and minimize risk – OR preserve the status quo and stop change.
Manage your outbox. Who are 3 BBB’s you should have lunch with?
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That’s interes5ng. Tell me more.
Key in on what’s at stake. Show how the idea relates to what people want.
Paint a picture of what could be. Make the status quo unappealing.
Show the idea can work. People support ideas they think can work.
Be posi5ve and pithy. Keep it short!
Frame your ideas, communicate value vs. “how”
What do people in your organiza5on really want? Is it stated or unstated?
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There can be no change without conflict.
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Interpersonal Conflict
Structural Conflict Conflict of
Values
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The Rebel Arc
Knowing when to quit – or retreat for a while
Keep going?
• Rate importance. • Just ask. • Is the energy waning? • Is it performance objec5ve
worthy? • How much are your colleagues
willing to help? • Are you becoming not yourself?
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Poll What might most help you more effec5vely create change?
q Using conflict more produc5vely q Beher communica5ng ideas q Building rela5onships with BBB’s q Knowing how to maneuver inside organiza5on q Overcoming my own fears q Becoming more known as credible, trustworthy q Finding more supporters q Other: _____________________________________
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Resources, stories, newslecer, book release: www.RebelsAtWork.com Views and news: @RebelsAtWork, Facebook: Rebels at Work page
Lois Kelly: [email protected]
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