Skills and competencies for successfully leading change at work, from Lois Kelly's talk at the #RebelJam15 on June 26, 2015.

1. Become a Badass,
Big-Hearted Change Agent
@LoisKelly | @RebelsatWork | #RebelJam15 | June 26, 2015
THE CHANGE QUEST

2. About Me
Facilitator, speaker
Labor of love
RebelsAtWork.com
Marketing agencies
Fortune 500 clients
Foghound.com
Writer
NakedHearted.com
August 2015
A Handbook for Leading
Change from Within
Lois Kelly & Carmen Medina
REBELS
AT WORK
“Rebels at Work is the essential guide to rocking the boat. From the trenches,
Lois Kelly and Carmen Medina outline how to gain credibility, pitch ideas,
navigate politics, manage conflict, and maintain sanity.”
—Adam Grant, Wharton professor and
New York Times bestselling author of Give and Take
2

3. 3
Students
on city
school
committee
AT&T equal
pay for
women
Digital
marketing:
DATA
Social =
biz vs. PR
strategy
1972 1978 1994 2008 2010

4. 4

5. SEE NEED
5

6. Low Medium High
How well have I thought through a possible
solution?
How much value would this idea provide?
Do I believe it’s possible?
How much do I want to do it?
Will other people support it?
Is the idea worth your effort?
6
@Rebels at Work

7. 7
FACE
WORRIES
Don’t let assumptions
stop you from starting.
• Management probably won’t support or fund
• I’ll be seen as a troublemaker if I did that
• These people will never change
• My boss will tell me to form a committee to study
• I shouldn't’t have to be the one to do this

8. 8

9. • We can’t do that because….
• We can do that IF
9

10. 10
PREPARE

11. Understand the organization
What does the organization really
care about in its gut?
Look for aspirations or anxieties
How do new ideas get approved?
Look at someone who has succeeded.
What does she/he do?
11
EMOTIONAL
HOOK
HOW
THINGS
WORK

12. What are people ready to do?
12
What patterns are emerging?

13. 1. What are the 3 most important things we’re
noticing about this situation?
Source: Human Systems Dynamics Institute

14. SAME DIFFERENT
2. How do we want things to be the same of
different in the future?
14

15. 3. What contradictions are we encountering?
Places were people are stuck. Tension in the system.
Is this a contradiction that can or should be solved?
Source: Human Systems Dynamics Institute
4. What has surprised us in the recent past?
Surprise shows pattern at work is shifting.
Surprise is a signal that people are paying attention to this.
5. What are we going to do to make a difference in
the near future?
What’s the right fix for right now?

16. Context: position within organization’s frame
Emotion: superhighway to understanding
Relevancy: why now? What’s urgency?
MISTAKE!!!!
Logic, facts and figures
FRAME

17. 17
SUPPORT
Find your wild pack
…and support and caring packs

18. 18
CONFLICT

19. RESPONSE REAL MEANING YOUR RESPONSE
There are no resources It’s not a priority Acknowledge
How will THIS affect
THAT in future?
Desire for certainty Unknowable
Where’s the ROI? How will we know it’s
working?
Measures
Let’s develop some
consensus on this
Uncertain of its merits What would it take to
make you…
Why don’t you form a
working group
I can’t be bothered with
this but want to look
supportive
Address reality and
offer two alternatives
19
Responding to common objections

20. 20
Conflict Negotiation
• Go to the balcony: perspective
• What’s it like to be them: song beneath the words
• What we both want, value: shared purpose
• What I want/need: clear next step

21. 21
Low Medium High
How much value do most people think the
idea provides?
People want to support this idea
Do I still believe it’s possible?
How much do I still want to do it?
Are the next steps about what has to be done
clear?
REASSESS
&
REFINE

22. Know when to quit
Succeed or
quit

23. If you are the boss….

24. 1. Be kind: Safety
2. Call bullshit and be called on bullshit:
Authenticity
3. Invite cognitive diversity: Creativity

25. Resources, newsletter, posts:
www.Rebelsatwork.com
www.facebook.com/RebelsatWork
@RebelsatWork
@LoisKelly
@Milouness