Prebuďte spiacich lídrov (prednáška o tom, ako presadiť fantastické zmeny takmer nebadateľným spôsobom) Ako hovoril Harry S. Truman: “Je neuveriteľné, čo môžete dosiahnuť, keď vám nezáleží na tom, kto za to získa obdiv.” C-J Green nás vo svojej prezentácii prevedie svetom “influencerov”, naučí nás dešifrovať zložité vzťahy v rámci organizácie a pomôže nám pracovať s nimi tak, aby sme boli schopní dosahovať fantastické udržateľné zmeny bez veľkých ovácií.

1. AWAKEN THE DORMANT LEADERS
C-J Green
@ C J G r e e n 1 2

2. Intro
• Think of influence as something other than large
job titles or perceived power
• Harnessing the best of organisations approach
to people
• Driving real impact through purpose in areas of:
Governance
Community
Environment
Supply Chain
People
@ C J G r e e n 1 2

3. Conditions for Change Management;
• A compelling story
• Role Modelling
• Reinforcing Mechanisms
• Capability Building
Irrational Change
Management
@ C J G r e e n 1 2

4. • Employee Resistance is the most common
reason for change failure
• Email Campaigns, Presentations, CEO
Mandates
• Develop Strong Change Leaders
• Recognised by peers and the business
Irrational Change
Management
@ C J G r e e n 1 2

5. • Hierarchy is a natural thing
• Comfort in the order of things
• Obtaining ‘Buy-In’ from your people
• Era of savvy employees
• Creating change programmes and asking for ‘Buy-In’ is
extremely hard
• Collaboration can seem like something of a unicorn
Unthink Top-Down
Management
@ C J G r e e n 1 2

6. Complex and emotional change programmes will
face inner chimps.
Inner Chimp
@ C J G r e e n 1 2

7. • There will not be enough participation
• Influence from the wrong players
• Not enough conflict
Top Down Dynamics
In Transformation
@ C J G r e e n 1 2

8. How do you create
behavioural
change differently?
How things appear How things are How things work
@ C J G r e e n 1 2

9. • Survey Technique used by social scientists to
study street gangs
• Hidden populations reluctant to participate
• Referrals made by peers
• Better understand patterns and network
• Outsized influence on what employees believe
Find the hidden
influence
@ C J G r e e n 1 2

10. Finding the influence
• Find the people who can leverage the things you need to do
• Construct simple anonymous surveys
• Ask employees to nominate people on the basis of influencer questions
• The networks form where the connections truly lie
@ C J G r e e n 1 2

11. Insight through mapping networks
Total Organisation
https://culturbook.io/#/
@ C J G r e e n 1 2

12. Insight through mapping networks
Departments
HR
HR & Management
HR & Finance
@ C J G r e e n 1 2

13. Insight through mapping networks
Influencers
@ C J G r e e n 1 2

14. • Even when leaders believe they know their
influencers they are usually wrong
• Study by McKynsey in a large Northern
American retailer
• Managers overlooked two thirds of the
influential people
• Overlooked the top five influencers
completely
Surprising Results
@ C J G r e e n 1 2

15. Rethink
• Reflect on influence in your
own organisations
• Rethink opinions about the
loudest voices
• Power of introverts in an
extrovert world

16. • We have people in our organisations with personal not positional
power
• These informal influencers are crucial for engagement
• They affect the flow of information
• How decisions get made
• How best practice embeds itself
• The strength of the institutional knowledge
• Mentoring and retention
Personal not
positional power
@ C J G r e e n 1 2

17. • What motivates you doesn’t motivate
everyone
• Impact on society
• Impact on the customer
• Impact on the team
• Impact personally
A compelling
story
@ C J G r e e n 1 2

18. • Leaders assume they are the change
• Personally commit to role modelling behaviours
• In reality nothing changes
• Most people don’t count themselves amongst those
that need to change
Role modelling
@ C J G r e e n 1 2

19. • Re-enforcing and embedding desired
change
• Take into account people behave
irrationally
• Money is the most expensive way to
motivate people
• Human satisfaction is based on
perception minus expectation
Reinforcing
mechanisms
@ C J G r e e n 1 2

20. • People often learn better by doing than listening
• Programmes often fail
• Driving change through big transformative actions
• Not about one big training event
• Small incremental changes
Capability
building
@ C J G r e e n 1 2

21. • FIND THOSE THAN CAN MAKE THE BIGGEST
IMPACT
• USE FOUR AREAS OF CHANGE WISELY
• DECIDE TO REPEATEDLY BRUSH YOUR TEETH
Awaken your dormant
leaders
@ C J G r e e n 1 2

22. THANK-YOU
F O R W A T C H I N G & L I S T E N I N G
C-J Green
@ C J G r e e n 1 2