“Every single one of you has something that you're
good at. Every single one of you has something to
offer. And you have a responsibility to yourself to
discover what that is. That's the opportunity an
education can provide.”
“That's why today I'm calling on each of you to set your
own goals for your education - and do everything you
can to meet them.”
Action # 7
Ask for forgiveness
rather than for permission
Break rules if it’s needed to create
more value for everyone
”I was brought here to cause a certain amount of
disruption. I’ve been fired for being disruptive
several times, but this is the first time I’ve been
hired for it.”
Animator Brad Bird
Source: Hamel, Gary: The Future of Management, p. 153.
Ravi Kant, Managing Director, Tata Motors:
”The most frozen layer in any organization, I think, is the
people with experience who think they know best, who
believe that nothing can be changed, and who typically
exhibit a not-invented-here syndrome.
When we started to connect with what we call the younger
high performers, on the other hand - people in their late 20s
and early 30s - it was very different. We would have breakfast
meetings with a dozen of them, and we would invite them to
give very, very frank views. We soon realized that they were
suffocated and that they wanted change. So we started picking
out some of these individuals and giving them challenges.”
Source: Kumra, Gautan: ”Leading Change: An Interview with the managing director
of Tata Motors.” mckinseyquarterly.com, January 2007.
Example of excuses to innovate / develop
I just don’t have the time.
We don’t have enough resources to do that.
Do we really need it?
It’s much too risky.
We have already discussed something similar
a long time ago. Forget it.
Talk to John about it. It’s not my area.
I am quite sure, it wouldn’t work.
The company is not ready for that at this point.
It sounds good theoretically, but
it would never work in practice.
We are too big / too small.
It’s too early / too late for that.
Ask 5 x why to find out
more about what motivates people
Fear of losing money, Fear of losing
for example reduction network and/or
in salary and/or budget social traditions
Fear of losing Fear of losing
power, control, status assignments
Fear of not having Fear of not having
competencies to competencies to
unlearn old habits learn new things
Fear of not being Fear of being
involved in the involved in the
change process change process
Managers must bring in
fresh voices from outside
Only from outside can one be sure of disinterested
criticism, astringent appraisal, the rude question.
Only from outside can one expect judgments untainted
by the loyalty and camaraderie of insiders, undistorted
by the comfortable assumptions held within the walls.
Source: Gardner, John W.: On Leadership, p. 130.
Change Driver Change Driver
Emotional Inputs from
If you are expecting people to dramatically change
the way they do things, it’s not going to happen. Try
to make it such that it’s a small change, yet an
important one. For example, the reason that Hotmail
succeeded was because people were accustomed to
going to different websites. All they had to do was put
in their name and password and a little bit of
information, and they got an e-mail account.
Interview with Sabeer Bhatia.
Livingston, Jessica: Founders at Work, p. 28.
Action # 15
Reward people for
making things happen
Change Driver Change Driver
Emotional Bonus as a