Patterns and perils of badass, goodhearted change agents
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The document discusses the challenges faced by individual change agents, emphasizing the difficulty in creating change within organizations while often focusing on leaders. It identifies common fears and resistance points, such as reputation concerns and organizational culture. Additionally, it outlines traits of effective rebels, highlighting the importance of building relationships and maintaining a positive outlook despite setbacks.
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Patterns and perils of badass, goodhearted change agents
- 1. May 11, 2015 @RebelsAtWork 1 Pa&erns and Perils of Badass, Goodhearted Change Agents
- 2. 2 Why isn’t anyone talking about how hard it is to create change inside organizaBons? Why is most a&enBon on leaders? Why isn’t anyone helping the individual change ins.gator?
- 3. 3 Surprising Bmes? Listen to canaries, wild ducks, rebels
- 4. 4
- 5. 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. My ideas go against the culture of my organization 4. I hate dealing with conflict and controversy 5. Working through approval processes makes me crazy 5
- 6. 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 6
- 7. What makes a good rebel? 7
- 8. 8 1. Senses emerging trends Peril: sees too far ahead. Hard geQng the risk-‐averse and complacent to pay a&enBon soon enough
- 9. 9 2. Views opportunity as a quest. Peril: approaching like a project, task force, or iniBaBve
- 10. 10 3. Builds alliances and relaBonships Peril: insecure managers, performance objecBves, “disloyalty” to silo, not “corporate”
- 11. 11 4. Communicates like an acBvist Peril: not taught by the corporate training department
- 12. 12 5. Is viewed as trustworthy and reliable Peril: boss wants all your Bme, all the Bme
- 13. 13 6. Thinks differently Peril: ideas discredited. Told to be more “corporate””
- 14. 14 7. Makes meeBngs meaningful Peril: preparedness, parBcipaBon, discomfort, real conversaBons
- 15. 15 8. Able to have difficult conversaBons Peril: none
- 16. 16 9. Is posiBve and opBmisBc Peril: misses signs of when to quit
- 17. 17 10. Has a life beyond work. Peril: creaBve, courageous rebels replenish their spirits by experiencing life. All work and no play diminishes your change agent superpowers.
- 18. 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 credibility, pitch ideas, navigate politics, manage conflict, and maintain sanity.” —Adam Grant, Wharton professor and New York Times bestselling author of Give and Take www.rebelsatwork.com @RebelsAtWork www.facebook.com/RebelsatWork [email protected] @LoisKelly [email protected] @Milouness 18