1. Leading Fearless Change Mary Lynn Manns, Ph.D. University of North Carolina at Asheville manns@unca.edu www.cs.unca.edu/~manns

3. The Project Started in 1996 collecting change leadership strategies from: –discussions with people leading change worldwide –leaders of change throughout history –change theories

4. 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)

5. 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.

6. 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?

7. Leading Fearless Change course 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.

8. Leading Fearless Change course 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

9. Some Misconceptions that 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.

10. 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?

11. Keep a Package of Patterns With You  Take on a role Evangelist  Create a vision. Make short-term goals. Build on your successes and learn from your failures. Test the Waters Step by Step The key to innovation is to manage a balance of planning, structure, and improvisation. (K. Sawyer, Group Genius) Time for Reflection Small Successes

12. Get Started  Learn about the new idea Study Group Just Do It  Gain visibility Hometown Story Do Food Token In Your Space

13. 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?)

14. 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

15. Tailor your message  Personal Touch  Innovator  Early Adopter  Early Majority  Whisper in the General’s Ear

16. 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)

17. Get Connected  Ask for Help  Innovators  Early Adopters  Bridge Builder  Connectors  Guru on Your Side  Group Identity  Just Say Thanks

18. 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?

19. Respect the Resistance and make use of it  Fear Less  Champion Skeptic  Corridor Politics  Trial Run  Whisper in the General’s Ear  Bridge Builder

20. 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

21. Go out and lead great changes in the world!

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