No single factor offers more potential promise to Change Agents as they guide impacted people through the transformation process than their ability to empathize with others. Truly putting yourself in the shoes of another person can be summed up as understanding their “frame of reference”. Our frames of reference are the lenses we look through when we see everything the world presents for our consideration – […]
Archive for Change Execution
Today’s article is written by a guest contributor. Bestselling author Jennifer B. Kahnweiler, Ph.D., is a global keynote speaker known as the “champion for introverts.” In addition to her latest book, The Genius of Opposites, Jennifer has written two bestselling books about introverts (Quiet Influence and The Introverted Leader), which have been translated into 14 languages. You can learn more about Jennifer and […]
Here’s how to instigate change. (Even if you’re not the Boss…) Note: This is the first in a series of articles I’m doing in partnership with BeyondImpact. I’ve known many of the people there for nearly 20 years. They’re a different kind of company with a culture focused not only on great business & tech solutions, but on […]
Have you ever wondered what goes on deep inside our brains as we face change? Are we pre-wired to embrace change or resist it? What can neuroscience tell us about the physical & chemical brain activity that takes place during the change adoption process? Today’s article introduces the first of a pair of expert opinions […]
As Change Agents, we will probably find ourselves accountable for communicating with some stakeholders who hang on our every word and others who totally ignore us until it’s nearly too late. We need to try every method in our toolkit to reach each type of stakeholder in ways that result in their tuning in and responding with action.
Have you ever been frustrated with the design of a product you’ve purchased to use at home or at work? Do you sometimes wish companies put as much effort into listening to their customers as they put into marketing to them? One of the most commonly discussed Change Agent topics when it comes to product-oriented […]
Unnecessary conflict is a serious waste of time. It’s also an incredible waste of money. According to a 2008 study sponsored by the team that publishes the Myers-Briggs Type Indicator (MBTI), U.S. employees spent an average of 2.8 hours per week dealing with workplace conflict. If we consider just the salaries and paid benefits of […]
Watching the Kansas City Royals & San Francisco Giants battle it out this week reminds me of a baseball legend from the 1948 pennant chase. It’s a story about baseball, superstars and heroic effort. It’s also about leveraging your best people in clutch situations while avoiding the urge to over-rely on your ace players and put team goals at risk.
I have never seen meaningful change happen without someone taking a risk.
By definition, taking a risk implies that you may very likely lose something and that’s why a lot of people would rather sit on the sidelines and wait for someone else to stick their neck out before jumping into the innovation arena.
Effective Change Agents do not get by so easily. They need to enter the battle ahead of their peers.
In order to impact your team for the good, you’ll need to be a risk-taker.
People go through a somewhat predictable process as they first encounter change and then work toward accepting it or rejecting it. How that adoption process unfolds can differ quite a bit from person to person, but almost everyone can benefit from interacting with a peer who understands their challenge. It can be even more helpful if that peer has already dealt with some of the issues and concerns brought on by the change.
Secure your own mask before assisting others! Dig Into the change: Seek first to understand the goals and underlying rationale for the upcoming change. Get involved with the team implementing the change whenever that opportunity is presented. Instead of waiting for the last minute to learn about what’s coming, go find out for yourself.