Where do we draw the line with lying? We accept it from both magicians and politicians. Yet we applaud it from the first, and despise it from the latter. What standard do you hold yourself to as a change leader?
Recently I met with the CEO of an international NGO that was achieving promising early results and was generally on track.…And yet, seemingly out of nowhere, the Board Chair was dissatisfied and was looking to pull the pin.
If given the choice - would you prefer a cone of hipster gelato, or a 10km run? I suspect most of you would choose the cone. Yet, as Change leaders we expect to catalyse short term pain for long term gain. So, if you chose the cone, then you’re perfectly capable of empathising with those you’re looking to change. Do so.
The unexpected is scary because it’s unknown. But finding $100 on the road is ‘made my day’ unexpected. As a change leader, often your job is to plant that $100 there for someone else to find (and hence talk about…)
The unexpected is scary because it’s unknown. But finding $100 on the road is often ‘made my day’ unexpected. Rather than letting our changes become 'just another awful surprise' - here's how to flip the narrative.
Learning requires effort - and effort requires desire. So, why are you adding more pain for your staff by making them click around in mind-numbingly boring ‘interactive learning’ overlaid on corny stock photos? Surely your job here is to make it more rewarding, not more painful?
Very often change leaders are looking to increase or shift capability throughout their organisations. After all, if things are to change - then people need to be doing different things. Easier said than done...