Rebels with a Cause: Creating Positive Change
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This document discusses how to create positive change at work as a rebel or change instigator. It provides advice on developing the right mindset, skills, and self-care practices to overcome resistance to change. The mindset section emphasizes focusing on possibilities rather than problems and attracting support rather than alienating people. For skills, it recommends understanding organizational culture, earning trust, connecting ideas to shared values, and proving new ideas can work. It also stresses the importance of self-care, knowing when to persist or quit pushing for change, and creating a supportive environment for rebels when leading change efforts.
Rebels with a Cause: Creating Positive Change
- 1. Rebels with a Cause: Creating Positive Change at Work Feb. 18, 2015 @RebelsAtWork
- 2. Our stories, our rebel calling
- 3. Why is change so hard?
- 5. Why is being a change instigator so hard? POLL #1 My biggest challenge in creating change is: (choose one) 1. Afraid I might hurt my reputation/career 2. My boss is resistant to most new ideas 3. Unclear how decisions really get made 4. My ideas go against the culture of my organization 5. I hate dealing with conflict and controversy 6. Working through approval processes makes me crazy
- 6. What are you up against? POLL #2 The top reason my organization resists change: (choose one) 1. Execs will never agree to it 2. Not enough resources/too expensive budget 3. Like the way things are 4. Working through approval process exhausting 5. We’ve tried that before and it didn’t work
- 7. Mindset Skills Self-care BONUS: Managing rebels
- 8. You have more power than you realize.MINDSET
- 9. Bad Rebel Good Rebel Complain Create Me-focused Mission focused Pessimist Optimist Problems Possibilities Anger Passion Alienate people Attract support Assertions Questions Pinpoint fingers Pinpoint causes Lecture Listen Worry that Wonder if Obsessed Reluctant @Rebels at Work
- 10. What assumptions might be getting in your way?
- 11. WHAT IS THE THINKING STYLE? Self-esteem from Validated thinking Goals achieved Celebrated ideas Known for Minimizing risk Getting things done Coming up with new approaches Needs Information, data to understand meaning of things Rules, structure to guide processes and organize things Options, flexibility to imagine new outcomes Driven to Know Organize Change Life appears Rational Ordered Emergent Lives Cautiously Practically Spontaneously World view Measured Practical Big picture Looks for Meaning Usefulness Opportunities Believes in Truth Harmony Hope Works best with Data Processes Ideas Guided by Rationality Practicality Intuition Past Thinking Present Thinking Future Thinking To get a free, personalized analysis of your thinking style: http://www.mindtimemaps.com/start/corporaterebels/ Source: MindTime
- 12. Don’t go it alone. Find your rebel wild pack. The 10% Superpower
- 13. Work out loud Ask for help Informal influencers
- 14. Questions
- 15. SKILLS
- 16. Understand the organizational landscape • What is most valued? • How are decisions made? • What are the business cycles? • Who influences what and whom? • What’s getting talked about?
- 17. Earn credibility and trust Find trusted advisors Think about right steps
- 18. Make friends with BBB’s Bureaucratic Black Belts Masters of the organization’s rules and culture. They can help or kill your idea. Manage your outbox. Who are 3 BBB’s you should have lunch with?
- 19. 6 reasons bosses say NO 1. It’s just not that important 2. I can’t understand what the “it” is 3. Bad timing 4. Uncertainty makes me nervous 5. I don’t like the idea and can’t tell you 6. I love the way things are
- 20. That’s interesting. 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 positive and pithy. Keep it short! Frame your ideas, communicate value vs. “how” What do people in your organization really want? Is it stated or unstated?
- 21. Connect to what’s understood It’s a new magazine that combines the best of Rolling Stone and Harvard Business Review…. It’s an executive car service with wings… It’s the love child of Sharepoint and Facebook… Framing your idea
- 22. How will things be different when the dream comes true? Paint a picture of the future..
- 23. Prove it can work. Earn more trust. • What’s needed to realize the dream? • What might impede progress? • What preparation is needed? • How will you evaluate progress? • What can team stop doing or do less of?
- 24. There can be no change without conflict. Invite conversation + listen What’s the real issue? Ask for alternative solutions Master the meeting Strategically address bullies
- 25. Overcoming obstacles • Be open to other thinking • Keep connecting to values • Take small steps to prove value • Turn to wisdom of rebel pack
- 26. Questions
- 27. Gratitude: what is going well. Write down 3 things each week, share with team. Penalty boxes: If you end up in penalty box for pushing boundaries for positive intent, know you’ll recover. Use the time to observe. Friendships: outside of work friends = priceless to sanity, well being. Get outside: all adventures are easier when you you’re healthy, fit, rested. SELF-CARE
- 28. Should you keep going? • Rate importance • Is the energy waning? • Is it performance objective worthy? • How much are your colleagues willing to help? • Are you becoming not yourself?
- 29. If you’re thrown under the bus… Beware your anger Go under radar Think of it like a divorce Avoid failure language Find a new boss Perspective: work – life Should you quit?
- 30. Know when to quit
- 32. POLL #3 What’s the best use of our remaining time? 1. Open up for Q&A 1. Share advice for when you’re the boss of rebels (or project lead with rebels on the team)) 3. Do another Webcast about leading rebels
- 33. When you’re leading rebels
- 34. Make it safe
- 35. Most goals and visions feel like this. Hard to connect new ideas to fuzziness. Hard to evaluate decisions. Hard to know if you’re making progress. Easy to get lost. Easy for rebels to get in trouble. Be clear about expectations
- 36. Create new organizational habits
- 37. It’s a shame. He has some interesting ideas but doesn’t know how to fit in.. She has great potential but she needs to learn how to be more corporate. Value, hire for differences
- 38. Teach how to navigate organizational politics and processes (Especially the invisible)
- 39. A Handbook for Leading Change from Within Lois Kelly & Carmen Medina REBELS AT WORK “Rebels at Work is the essential guide to rocking the boat. From the trenches, Lois Kelly and Carmen Medina outline how to gain credibilit y, pitch ideas, navigate politics, manage confl ict, and maintain sanit y.” —Adam Grant, W harton professor and New York Times bestselling author of Give and Take www.rebelsatwork.com @RebelsAtWork www.facebook.com/RebelsatWork lois@rebelsatwork.com @LoisKelly carmen@rebelsatwork.com @Milouness
- 40. What was most helpful? What areas do you want to learn more about? Let us know! @RebelsAtWork