2. 1. Challenges 2. Qualities 3. Essential strategies 4. If
youre the boss 5. Open mic
3. My biggest challenge in creating change is: 1.Afraid I might
hurt my reputation/career 2.My boss is resistant to most new ideas
3.I hate dealing with conflict and controversy 4.The approval
processes makes me crazy 5.My ideas go against the organizational
culture
4. The top reasons my organization resists change:
1.Execs/owners will never agree to it 2.Not enough resources/too
expensive/no budget 3.Weve tried that before and it didnt work
4.Need more convincing ROI 5.Like the way things are
5. Assumption s Fears Love way it wasCertainty The real
obstacles are usually overlooked, not addressed. Discomfort
6. Troublemakers Good Rebels Complain Create Break rules Change
rules Me-focused Mission-focused Problems Possibilities Alienate
Attract Energy-sapping Energy-generating Assertions Questions
Pessimist Optimist Point fingers Pinpoint causes Worry that Wonder
if Obsessed Reluctant Source: Rebels At Work
7. We have no money so well have to think. -- Sir Ernest
Rutherford, father of nuclear physics
8. The Change Quest See nee d Face fears Prepare Frame issue
Enlist support Communicate like activist Prepare for conflict
Succeed or quit Assess Reframe Adjust
9. Low Medium High How much value would this idea provide? Do
we believe its possible? How much do we want to do it? Can we
measure whether its working? Is it worth taking on?
10. Prepare
11. Prepare
12. FOUNDATIONAL: relationships and trust Prepare
13. Whats 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 organization really want? Is it stated or unstated? Frame
idea, communicate to effect behavior Frame issue
14. What its like today What it could be like Frame issue
15. What are your unshakable beliefs? Frame issue
16. Swim down together! DIT vs. DIY Enlist support
17. When just 10% of the population holds an unshakeable
belief, their beliefs will always be accepted by the majority. 10%
tipping point Network research scientists, Rensselaer Polytechnic
Institute http://news.rpi.edu/luwakkey/2902 Enlist support
18. 21 Urgency + purpose Persuasion science Process vs.
presentation Communicate like activist
19. We fall in love with talking tactics and forget to connect
new ideas to business strategy, beliefs. Communicate like
activist
20. All change requires difficult conversations. And talking
about the REAL issues. Disagreement & conflict
21. Consolidationonline channels. digital business costsmargins
Urgency is not sufficient. Our brains are wired to run away from
threats.
22. Objection Meaning Response There are no resources Its not a
priority Explore importance, acknowledge How will THIS affect THAT
in future? Desire for certainty What is known. Discomfort of
unknowables Wheres the ROI? How will we know its working? Create
measures Lets develop some consensus on this Uncertain of its
merits What would it take for you to see value?
23. Assess
24. Where are you? Agony Phase Just getting started? Time to
let go of idea? Quit? Positive Negative Low High Buzz Frustration
Assess
25. Know when to quit
26. If you are the boss.
27. Be kind and thoughtful: Safety Call BS and be called on BS:
Authenticity Invite cognitive diversity: Creativity Have a strong
backbone & gentle heart: Empathy
28. We cant do that because. We can do that IF
29. Be willing to look at the real problem
30. What is the risk of NOT changing?
31. 35 Appreciate your rebels. Appreciation a greater motivator
than money.
33. We know that norms in consumer services becomes expected in
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