The document explores strategies for effecting organizational change through consensus-building and trust, emphasizing the importance of both top-down and bottom-up approaches. It highlights the significance of engaging stakeholders, fostering communication, and celebrating small wins to gain buy-in and momentum. Ultimately, successful change requires empathy, collaboration, and alignment with individual team goals.

1. Movement
What Makes People Change Their Minds

2. Shira Abel
MOVEMENT/SHIRAABEL
› CEO Hunter & Bard
› Fellow at Berkeley
› Kellogg MBA
› Award winning PR & Design agency
› Work with large and small enterprises worldwide

5. BUILDING CONSENSUS
MOVEMENT/SHIRAABEL
We all get more by working together

6. CONSENSUS -
DEFINITION
MOVEMENT/SHIRAABEL

7. “A genuine leader is not a
searcher for consensus but a
molder of consensus.”
-Martin Luther King, Jr.

8. STRATEGY
MOVEMENT/SHIRAABEL
If you don’t measure, how do you know if you succeeded?

10. ASSUMPTIONS
10
THE BIG IDEA MAKES SENSE1
2
3
IT IS TO OTHERS BENEFIT
IT FITS WITHIN THE COMPANY
STRATEGY

11. THREE CONCEPTS
MOVEMENT/SHIRAABEL
1. TOP DOWN

12. THREE CONCEPTS
MOVEMENT/SHIRAABEL
2. BOTTOM UP

13. THREE CONCEPTS
MOVEMENT/SHIRAABEL
3. PUSH VS PULL

14. EXECUTIVE LED CHANGE
MOVEMENT/SHIRAABEL
CHANGE MANAGEMENT FOR A DEPARTMENT

15. A TALE OF
TWO TECHNICAL WRITERS
MOVEMENT/SHIRAABEL
FAILED
› Executive hired and backed
› Wasn’t trusted by team
› Didn’t interview team
› Didn’t do workshops or
training
› Was frustrated by lack of
adherence
› No buy-in
› Let go after 3 months
SUCCEEDED
› Executive hired and backed
› Wasn’t trusted by team in the
beginning
› Interviewed the team and
brought statistics to help
convince team leads and
SMEs why this was important
› Lead workshops to help train
and support teams
› Gained trust
› Change made within 1.5 years
GOAL: Get an IT department of 150 people to reduce
silos and document work.

16. TOP DOWN
E.G. Getting an IT department to implement documentation and
processes to reduce silos
MOVEMENT/SHIRAABEL
An Exec decides their needs to be a change, and then issues the resources to make that change
Just because
someone at the top
wants it to happen,
doesn’t mean it will.
If everyone below
hates the idea of
using a tool, or
following a process
– they won’t .
A respected SME agrees with the change and works to implement – this
is your evangelist / first follower
This person simply
loves it – and will
talk about it to
others and explain
why doing the
process has helped
them tremendously
This is the fast
follower that makes
everything work.
Second Follower gets on board
If the boss likes it
And the respected
other person likes
it.
Others get on board
Getting buy in takes
time. It’s slow till
the tipping point,
then adoption is
fast.

17. BOTTOM UP
E.G. How Slack & Salesforce grew inside of corporations
MOVEMENT/SHIRAABEL
An SME is looking for a solution to their problem
They go
looking and
find something
that works.
And they love
this thing.
That SME tells others in the department about their solution
This person
simply loves it
– and will talk
about it to
others and
explain why
doing the
process has
helped them
tremendously.
Others begin to get on board
It’s cheap, it’s
helping this
person be
successful –
this person
has enough
clout to
follow, others
follow
A department signs up
Once enough
individuals are
paying for
something,
the boss will
make it a
corporate
expense.
It grows
From
department to
department,
until
corporate
catches on
and is
converted.

18. HOW TO
APPROACH CHANGE
MOVEMENT/SHIRAABEL
› We both had executive sponsorship
› I did workshops to explain to the
team the what and why of technical
documentation
› Explain the benefits and provide
statistics and proof of the up side
to the change
› Monitor progress and share all the
small wins with the team

19. TEAM CHANGE
BUILDINGCONSENSUS/SHIRAABEL
GETTING YOUR TEAM ALIGNED

20. IT’S ABOUT THE TEAM
MOVEMENT/SHIRAABEL
› Complimentary skill sets
› Recognize everyone’s
efforts
› Listen to dissenting
opinions

21. GETTING THE TEAM
TOGETHER
MOVEMENT/SHIRAABEL
› Speak respectfully and calmly.
› Listen to others.
› Make small requests.
› Be vulnerable and open.
› Show empathy.
› Do your homework.
› Order your strategies so that they move
from the softest to hardest.

22. CREATING MOVEMENT
MOVEMENT/SHIRAABEL
› Nurture your first follower.
› Continue to identify your
most likely supporters.
› Establish group norms.
› Be alert and open to new
ideas.
› Your role as change agent is
to make sense.
› Your emotional opponents
are their own worst enemy
so allow them to reveal their
own inconsistencies.

23. CONSOLIDATING
MOMENTUM
MOVEMENT/SHIRAABEL
› Focus on bonding with the
people are neutral.
› Move forward your case with
rational people.
› Socially isolate those who show
strong negative emotions
towards your goals.

24. TO RECAP
MOVEMENT/SHIRAABEL
Here’s where I say it again!

25. CHANGE HAPPENS WITH
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› Small steps
› Quick wins
› Ownership

26. ALIGN GOALS
MOVEMENT/SHIRAABEL
› Find out others goals
› Work to make their goals
work with yours
› Build it into a community

27. PERFECTION IS THE ENEMY
OF DONE
MOVEMENT/SHIRAABEL
› Focus on the direction
› Build community
› Celebrate regularly

28. REMEMBER
THESE THINGS
MOVEMENT/SHIRAABEL
› Listen to feedback
› Iterate to make it better
› Don’t push people to
convert

29. WORKING TOGETHER MAKE US GREAT

30. MOVEMENT/SHIRAABEL
THANK YOU!