Ideas to make change happen


Published on

A handbook with 22 ideas to make change happen.

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ideas to make change happen

  1. 1. Ideas to make change happen
  2. 2. Ideas # 1 - 10 Things you can do by yourself starting right now. Ideas # 11 – 19 Ideas about how to communicate. Ideas # 20 -22 Ideas about who to work with.
  3. 3. Idea # 1 Set goals for yourself and reach them
  4. 4. Goals Change is happening Not goals What don’t I do What do I do
  5. 5. Create a flow of value to customers by “chunking” feature delivery into small increments.
  6. 6. Define a 100-day challenge.
  7. 7. Nadim Matta found that huge amounts of talent and resources in developing countries were being devoted to developing top-down solutions for agricultural productivity, clean water, maternal health, and other areas. So instead of experts and officials shaping solutions and giving them to the recipients, Nadim Matta worked with local leaders to challenge the ultimate recipients to come up with their own solutions in 100 days or less, and to use the experts, government officials, and aid workers as resources.
  8. 8. Keep in mind! Goals may promote competition rather than cooperation and ultimately lower overall performance.
  9. 9. Idea # 2 Do 1 thing at a time
  10. 10. Focus on the 1 thing that will have the greatest impact. Sources
  11. 11. Be specific about what to do.
  12. 12. Idea # 3 Keep trying out ideas at low costs
  13. 13. Do cheap experiments
  14. 14. Build a just try it culture - emphasize ”test and learn” instead of ”plan and execute.” Hamel, Gary: The Future of Management, p. 120.
  15. 15. Idea # 4 Make what you do important and urgent
  16. 16. Important Schedule in calendar Do now Deposit Delegate Not important Not urgent Urgent Eisenhower matrix.
  17. 17. 20% of the results 80% of the results 80% of the time spent 20% of the time spent Pareto’s principle.
  18. 18. Idea # 5 Do different things that fulfill the purpose
  19. 19. People do different things that fulfill the purpose Emotional engagement focus Rational engagement focus External change driver Internal change driver
  20. 20. Inspiration on purpose
  21. 21. Idea # 6 Keep things simple
  22. 22. Usability drives adoptability, and therefore it pays to keep things simple.
  23. 23. Idea # 7 Be a role model
  24. 24. Jack Welch: Role model management is – without question – the key to driving behaviours, minute 36.
  25. 25.
  26. 26. One way we learn new ways of looking at things is to identify ourselves with a role model, boss, mentor, friend, or consultant, and begin to see things from that other person’s point of view. Schein, Edgar H.: Process Consultation, p. 105.
  27. 27. Further inspiration
  28. 28. Idea # 8 Fund an idea
  29. 29. Fund an idea and agree to fund it and back it through the development and deployment process.
  30. 30. Further inspiration
  31. 31. Idea # 9 Signal new era by using symbols
  32. 32.
  33. 33.
  34. 34. Idea # 10 Measure innovation
  35. 35. Further inspiration
  36. 36. Idea # 11 Communicate continuously using social media
  37. 37. Create a platform - physical or virtual - that allows supporters of your idea to connect and further disseminate your idea.
  38. 38. Revolutionary change Sudden break with status quo. Large, radical change. Continuous change Continuous communication. Continuous improvement. Permanent learning. Small, step-by-step changes.
  39. 39. Proactive change Reactive change Revolu-tionary change Conti-nuous change, p. 19.
  40. 40. In a blog posting or in a tweet, lay out your best plan and add “unless I hear differently by close of play tomorrow I will go ahead with this.”
  41. 41. Idea # 12 Give and receive feedback
  42. 42. Feedback tips
  43. 43. Idea # 13 Respond head-on to change resistance
  44. 44. Negative statement The idea is interesting, but it is not the right time. We need to wait until…. Response The best time is almost always when you have people excited and committed to make something happen. And that’s now., location 1430.
  45. 45. Negative statement We tried that before. It didn’t work. Response That was then. This is now. Times change. The situation today is different.
  46. 46., location 1200.
  47. 47. Negative statement If your idea is as good as you say it is, why have nobody done it before? Response It’s an interesting point you bring up. Thank you for mentioning it. I appreciate your interest. I have learned throughout my life that there is a first time for everything. And I might add that we as first movers could take home the biggest fruits. There are several billion people in the world, and I don’t know for sure whether someone somewhere is doing something like this. So let’s try.
  48. 48. Negative statement I recall we discussed a similar idea here in the company years ago. It may have been as you were still at school. Response It’s really interesting to hear that there were also, years ago, people, who had thoughts about how this company can develop / renew itself. Let’s keep living these values of creativity, exploration, development, experimentation that were once at the very core of this company. In these times of change, there are possibilities occurring that we should explore. Also, in a changing environment, you surely agree that it is crucial to keep learning and trying new things out.
  49. 49., location 1530.
  50. 50. When you hear a negative statement, ask also: What makes you think that?
  51. 51. Further inspiration
  52. 52. Idea # 14 Communicate passionately
  53. 53. To get your ideas heard, be passionate, share your enthusiasm.
  54. 54. Sources
  55. 55. High energy Alert Low energy Excited Happy Nervous Stressed Upset Sad Depressed Fatigued Calm Relaxed Contented Angry
  56. 56. Further inspiration
  57. 57. Idea # 15 Tell people what is in it for them
  58. 58. Try leading the client toward your idea with a series of statements he/she agrees with - and then pitch your idea as if it's his / her idea.
  59. 59. Further inspiration
  60. 60. Idea # 16 Get inputs from outside
  61. 61. Bring in fresh voices from outside.
  62. 62. Example # 2 When Jamie Oliver wanted to change the eating habits of kids at a U.S. school, he got their attention with a single, disgusting image: A truckload of pure animal fat.
  63. 63.
  64. 64. Example # 2
  65. 65. Rational input from outside Rational engagement focus Emotional input from outside Emotional engagement focus External Change Driver Internal Change Driver
  66. 66. 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. Gardner, John W.: On Leadership, p. 130.
  67. 67. Idea # 17 End each meeting with action steps
  68. 68. When you do meet with clients or colleagues, end each meeting with a quick review of captured action steps. The exercise takes less than 30 seconds per person. Each person should share what they captured.
  69. 69. Further inspiration
  70. 70. Idea # 18 Celebrate success experiences
  71. 71. Examples of ways to celebrate successes  Tweets / blogs in which people are recognized for what they do.  A handwritten note to people who have done something great.  A cup of coffee together somewhere. Adapted from
  72. 72. Celebrate successes using handwritten notes
  73. 73. Further inspiration
  74. 74. Idea # 19 Ask for forgiveness rather than for permission
  75. 75. If you see an opportunity, go for it! Source Shona Brown, Google. Hamel, Gary: The Future of Management, p. 112.
  76. 76. What rules could we get rid of today that would increase our ability to create value?
  77. 77. Further inspiration
  78. 78. Idea # 20 Get power to do things
  79. 79. Bypassing the normal channels and empowering a smaller number of innovators is often a better way to kickstart innovation.
  80. 80. Make sure everyone knows which decisions and actions he or she is responsible for.
  81. 81. 3 examples # 1 Who should recommend a course of action on a key decision? # 2 Who must agree to a recommendation before it can move forward? # 3 Who will perform the actions needed to implement the decision effectively? page 232.
  82. 82. Further inspiration
  83. 83. Idea # 21 Avoid people who resist change
  84. 84. 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. Ravi Kant
  85. 85. In any large organization you will inevitably meet individuals who love to hate. Confront your haters with facts if they are misinformed, but otherwise ignore them, as they are an endless drain on your energy.
  86. 86. Further inspiration
  87. 87. Idea # 22 Work with people who want change
  88. 88. Essential to this turnaround was his cultivation of allies within the community. For example, he [Jamie Oliver] sought out the most influential teachers – adults who already had the trust of the school children. Once they saw better health was possible, it became a genuine motivator.
  89. 89. Attitude 10: Very positive. 1: Very negative. Activity 10: Very active. 1: Very inactive. Competence 10: Very competent. 1: Not competent. Ms. X Mr. Y Mr. T
  90. 90. A robust support system will contain a mix of individuals who have the real power to help when you need it most and others who can lend perspective and remind you of the big picture when you inevitably lose your way. Examples  Friends.  Working partners you trust. Adapted from
  91. 91. John Kotter: People have got to want to do it
  92. 92. Followers Proactive people who want change Reactive people who resist change
  93. 93.
  94. 94.
  95. 95. When we started to connect with what we call the younger high performers - 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 wanted change. So we we started picking out some of these individuals and giving them challenges. Ravi Kant
  96. 96. Girish Wagh was in his early 30s when he headed the Tata Nano Project.
  97. 97. Further inspiration
  98. 98. Thank you for your interest. For more inspiration and personalized services, please feel welcome to visit Have a great day.
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.