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From Managing Change to Leading Change

From Managing Change to Leading Change

“The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.”

• Albert Einstein

 

You have a brilliant idea to progress your organization, yet you hesitate to bring it forward. When you tried to manage change in the past, team members rebelled. You wish they could share in your vision.

Have you ever seen a starling murmuration? They are vivid visual representations of leading change. The action of one bird triggers a ripple of motion through the rest. Although it can be difficult to pinpoint where the impulse begins, it echoes to create swirling and ever-evolving patterns of motion in flight.

 

“Starling flocks … are best described with equations of ‘critical transitions’ – systems that are poised to tip, to be almost instantly and completely transformed, like metals becoming magnetized or liquid turning to gas. Each starling in a flock is connected to every other.”

• Wired Magazine’s Brandon Kiem

 

Other types of systems, from human social groups to ecosystems, immune systems and the stock market, can behave in similar ways.

Once, we thought of change as a somewhat mechanical process that could be designed and managed. Change management involves planning, organization, budgeting, staffing, measurement and solutions. Set into motion, it is expected – for the most part – to work in predictable and linear ways.

In the era of management for production, this strategy worked. It was possible to make a change in one place and predict what would happen elsewhere. Change could be controlled using a recipe.

Today’s world is fast-paced and in constant flux. Even the way we think about change is changing. The transformational, cultural changes we are trying to create are complex, with many moving parts. Multiple stakeholders are involved. They need to buy into the reasons behind change and become excited about it.

 

To encourage evolving and innovative change, relationship is key. It is powerful relationships that create meaningful change.

 

Change leadership involves envisioning, inspiring, influencing, engaging and emerging change – techniques that help develop collaborative, responsive teams. Rather than simply managing change, organizations are beginning to lead change as well. T

hink of it like raising a family. Each child is unique, and there is no perfect process. Just because you have brought up one in a certain way doesn’t mean the same strategies will work for another.

 

Collaboration is an essential part of creating a team that is able to pivot, innovate and evolve.

 

Effective change leadership can be contagious. Once a few core people are truly inspired, they convey that energy to the rest of the team. You don’t have to do it all yourself.

Some might say that there is no need to distinguish between change management and change leadership. However, many who train and consult in the field of change management have already realized the value of evolving the role of change leader.

To lead change in a Volatile, Uncertain, Complex and Ambiguous (VUCA) world, we must let go of control and embrace evolution. As agents of change, bringing more awareness to how we see and speak about change allows us to become more intentional and skilled in working with it. 

 

Kerry Woodcock, Ph.D., coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | Has your thinking about how to create change evolved?

Courage | A Magic Carpet to Change

Courage | A Magic Carpet to Change

Courage is essential to change leadership. It’s a magic carpet that can carry us over the edge of change.

 

Finding the courage to pursue your dreams by speaking them out loud takes time and practice, but it is a skill worth nurturing. 

I grew up in a small market town, ten miles from the Lake District in the North of England, home to The Factory and a view of the mountainous shoulders of Skiddaw. 

My father was an idealist, my mother a realist. When I was seven, she asked me what I wanted for Christmas.

 

“A carpet,” I said.

“A carpet?” she asked. “Do you mean a rug?”

“Yes,” I said, not daring to offer more information.

“No toys?”

“No, thank you.”

 

Santa brought me the rug. It was white synthetic goat skin, not the Persian carpet I’d had in mind. Nevertheless I hurtled upstairs to unfurl the adventure, for this was to be my magic carpet!

It didn’t fly as I’d imagined it would.

Sitting on my rug, I realized I should have told my Mam it was meant to be a magic carpet. I’d been scared that she would laugh, or say it was not possible. I thought Santa would help her out with the magic part!

I decided that next time I wanted something, I’d have the courage to be more specific. I lay down in the scratchiness of the rug and daydreamed my way to foreign lands.

 

“Life shrinks or expands in proportion to one’s courage.” 

• Anaïs Nin

 

Years later in London, I sat down to be interviewed for an administrative job. I hoped it would pay for my master’s degree, allowing me to do the work I dreamed of doing in Africa. 

The director asked what I wanted to do with my life. I gathered my courage and was specific with what I told her. I didn’t leave anything out – including my vision of living in Africa one day.

Then she asked me if I could type, and if I had my driver’s license. I knew I’d lost the administrative job.

 

“I learned that courage was not the absence of fear, but the triumph over it.” 

• Nelson Mandela

 

Still, my courage in telling the truth paid off. The director gave me the work I’d described, a position that up to that point hadn’t existed in that organization. Six months later, I was on a plane headed for Tanzania, East Africa.

Over the years, I have practiced sharing with others what I want and dream for myself and the world. It’s uncomfortable. I risk being vulnerable. I’ve opened myself up to potential ridicule and being told it’s not possible.

 

Yet each time I find the courage to share my heart, it’s been worth the risk. I’ve discovered allies.

 

Allies who connect with the heart of my vision. Allies that support me to go over the edge and make what’s possible a reality.

My allies have championed, supported, and sponsored me. They have cheered me on, blown a trumpet for me, opened doors, and guided me in the right direction. Some have even clambered up on to the magic carpet and joined me for the ride.

 

What visions do you hold close in your heart? Unfurl your magic carpet. Gather your allies. Find the courage to speak your dreams aloud, so that the process of turning them into reality can begin.

Kerry Woodcock, Ph.D., coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | Has courage ever taken you over the edge of change?

 

Leading Innovation with the Growth Mindset

Leading Innovation with the Growth Mindset

“This is a time of tremendous change where, like it or not, you’re going to have periods of confusion. Like it or not, you’re going to turn into a novice over and over again.”

• Carol Dweck

 

Ninety minutes into a workshop about leading change effectively, the questions begin.

 “Where are the steps?” 
“Do we get copies of all the slides?” 

These questions – voiced by some, thought by others – are often asked by groups nervous about the trajectory of a course. Will they leave with all they wanted? 

Perhaps this journey is not one the participants had expected, but it is what they need to lead innovative change. Becoming novices over and over again means that as change leaders, we must become comfortable with ambiguity. We must first move away from the Fixed Mindset that wants to ensure we’re safe and secure by following predictable steps.

It is like peering over the edge of a precipice, uncertain about where we will end up. Instead of specific steps, this path consists of steep cliffs and valleys with thick woods. Our job as leaders is to invite and inspire participants over the edge into a new mindset.

Stanford psychologist Carol Dweck developed the concept of fixed and growth mindsets while studying achievement and success. Her research suggests that those with a fixed mindset believe that levels of intelligence and talent are unchanging. The desire is to be seen as smart and to prove ourselves and never fail. Individuals with this mindset may react to problems with controlling, protecting and complying tendencies. 

In contrast, a growth mindset focuses on developing knowledge, awareness, intention and skill that can be applied moment to moment. We believe that we can learn and grow through effort, perseverance, success and failure. We want to stretch, take risks and learn. 

 

Change leaders need the ingredients – processes, practices and tools – but not a recipe!

 

Recipes or defined steps are useful in managing change, in creating well-defined, routine processes. In this predictable environment, unknowns, ambiguities and mistakes are unexpected. Conformance to specification is crucial and small changes can be adequately managed. Any failures are due to an inability or unwillingness to follow procedure.

However, change in today’s rapidly changing world tends to be complex and innovative rather than routine. Change management alone – with specific recipes and steps – is not adequate in dealing with complex processes that happen over and over again, but never exactly the same way twice. 

Innovative change requires ambiguity. Multiple perspectives are apparent and relationships are key to understanding and engaging with complex dynamics. Uncertainty and some level of failure is unavoidable. 

Change leaders who shift their mindset from certitude to inquiry are better able to lead themselves, others and their organizations through transition with compassion, courage, and curiosity.

 

In leading innovative change, as when developing a brand new product, business venture, market, or way of operating, much is unknown and there is high uncertainty. Tolerance for intelligent failures from experimentation must be high.

 

Change leaders who can exist with ambiguity and the creative tension of paradoxes are better placed to shift the collective mindset to that of a learning organization. This environment fosters high levels of psychological safety and accountability, and an openness to what emerges.

“Most of the ways we were taught to think, to reason, to understand simply don’t give us the means to make wise decisions anymore. We don’t know how to be wise stewards of the dilemmas and challenges that confront us daily. We were not taught how to make sense of a chaotic world, or a world-wide interconnected web of activity and relationships.”
• Margaret Wheatley, management consultant

 

Becoming an effective change leader means first changing ourselves. We must shed our old self for a new one, and go through the same fundamental shift of heart, head, and gut that we want for our organizations and the world. 

 

Many unknowns, uncertainties, and ambiguities – different people, teams and contexts – exist in leading change. Yet with compassion and collaboration, courage and conviction, curiosity and creativity, we have the privilege of being witness to changing mindsets on both a personal and collective level. 

Rather than following a defined path, focusing on personal and collective development allows us to deepen our knowledge, awareness, intention and skill.

 

Kerry Woodcock, Ph.D., coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | What strategies might encourage a growth mindset in your organization?

 

Here Be Dragons | Revealing hidden obstacles to change

Here Be Dragons | Revealing hidden obstacles to change

As I stand at the heart of confused and disorganized change, turbulence swirls around me and through those closest to me.

 

From this vantage point in the eye of the storm, I see the reactivity created by controlling and compliant behaviors. A tendency toward control in the overarching system has triggered compliance in the smaller sub-systems. 

Compliance is driven by limiting beliefs, by old stories that say we must play nice, must fit in, must not rock the boat, if we are to be safe and worthy. The behaviours that tend to show up are pleasing, belonging, and passivity. 

In the eye of this storm of change, I’ve been left standing. Wondering what response is needed from me in the moment, how I have allowed this to happen and where I have been complicit.

For I have been complicit, having seen signs of controlling and the potential for compliance. I signaled it, but only weakly. I doubted myself, thinking that I was making it up. I was passive.

 

Control and compliance, left unchallenged, limit our ability to step fully into creative leadership and innovative change.

 

It’s in this realization that I feel my old dragon stir from sleep, dusty and sleepy-eyed, unkempt. With torn talons, my dragon has risen up to protect myself and my team. 

I want to burn my hot hacking breath into the systems that ‘just don’t get it.’

I catch myself in my arrogance. It is me that is not ‘getting it.’ In these moments of fire, I am being reactive in my desire to protect.

What would be most useful in these moments of turmoil? How can I become responsive rather than reactive? Where can I step into my creativity?

I settle my dragon. Breathe into courage, and commitment to the system work I believe so deeply in. Breathe into compassion and collaboration with my partners. Breathe into curiosity and creativity and the creativity of systems in which I form a part.

 

My dragon wipes the sleep from her eyes. Amusing to me, as the root word for dragon in ancient Greek was drakōn, meaning ‘to see clearly’ or ‘that which sees,’ and related to drakos, or ‘eye’. 

 

As my dragon awakens, I am at the edge of change in my personal leadership, venturing into new territory. 

Rather than just blowing hot air, my dragon has the ability to choose to see with great clarity and wisdom, and reflect back to the system what she observes.

 

Rather than being arrogant or superior, the task is simply to notice and reveal the system to itself.

 

At this leadership edge, as in old mariner maps, I note that ‘here be dragons.’  My dragon has a role to play – not to breathe fire, but to see and reveal in the process of leading change. 

 

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | What advantage could clear sight bring to the process of change?

Trusting the Tension of Creative Change

Trusting the Tension of Creative Change

“The thing about human beings is that we are more than one thing. We are multiple selves …. You can’t be one thing without being, in some ways, the other thing. It’s about how to reconcile, how to be tolerant of all the possibilities.”
• Ali Smith

 

In her prize-winning novel, How to be Both, Ali Smith evokes mysteries of time and identity – being both alive and not alive, both male and female, living in one place but also another. Experiencing past, present and future all at once.

The idea of being ‘both’ is inherent in leading change. At times, no single right answer exists. Situations and ideas can be messy, fuzzy or complex.

The structure and story of Smith’s novel itself was inspired by the layered frescos of the Palazzo Schifanoia in Ferrrara, Italy. The name Schifanoia is thought to originate from schivar la noia meaning literally to escape from boredom. It is a palace of not being bored – of surprise. 

Surprise arises from four factors – ambiguity, novelty, uncertainty, and vulnerability, according to Surprise: Embrace the Unpredictable and Engineer the Unexpected by skill trainers Luna and Renninger.

In becoming comfortable with change, we can explore these same factors to develop a tolerance – an acceptance of ambiguity, of novelty, of uncertainty, and of vulnerability. Developing each form of change tolerance is essential to creating an organization with a climate, mindset and culture of change.

 

Ambiguity – shifting from one possibility to many

Our complex world needs leaders who embrace and imbue tolerance for ambiguity in themselves and the culture of their organizations. Such leaders hear and encourage all the voices – both hopes and fears – around a change initiative. 

 

Being accepting of ambiguity equips change leaders to work with multiple, often contradictory viewpoints in themselves and others.

 

They model this tolerance, imbibing it into an organization to create a change-tolerant culture.

 

Novelty – shifting from the usual to the unusual

Does a new experience make your head, heart, and gut perk up and pay attention? As new technologies and ways of working increase exponentially, change leaders must both embrace and imbue a tolerance for novelty.  These leaders are able to both jump into and seek out new experiences.

 

Accepting novelty means change leaders come to new experiences with a learner’s mindset and a willingness to experiment and fail in order to grow.

 

They encourage engagement, creativity and innovation, creating psychologically safe and accountable cultures.

 

Uncertainty – shifting from the known to the unknown

Uncertainty is present in situations that involve one right answer that is unknown. In less complex times, it was much easier to be certain. Certainty was praised in our leaders, and a general intolerance for uncertainty was demonstrated. 

For today’s leaders, certainty is much less valuable. Certainty can even be dangerous when an answer is forced rather than being allowed to emerge. We may lose ground when we stick with what is certain rather than exploring the unknown. 

 

Change leaders tolerant of uncertainty are able to stay in the fog longer, opening up to the wisdom of others and the potential for even greater opportunities.

 

Vulnerability – shifting from control to connection

When we give up control of how others see us and share what is really going on, vulnerability is present. As change speeds up, leaders are tasked with becoming more adept at guiding people through change transitions.

 

Those who accept vulnerability in themselves and others tend to develop deeper emotional connections, earning the trust of those they lead.

 

They become able to lead others more quickly and easily over the edge of change.

Ambiguity, novelty, uncertainty and vulnerability – these are the edges change leaders must become aware of and work to cross in an increasingly complex and rapidly changing world. 

 

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | What is your strategy for building an acceptance of change in yourself and your organization?

Change Resistance – The Watchdog of Change

Change Resistance – The Watchdog of Change

Believe it or not, standing firm against change can be valuable to a change initiative.

 

Resistance to change can come from deep within. In Michael Crummey’s novel Sweetland, a contemporary Newfoundland community explores the possibility of being resettled. Specifically, the government requires that one hundred percent of the community must agree. One person refuses.

The novel mirrors reality. In the 2016 census, fifteen people called the tiny Newfoundland settlement of William’s Harbour home. Ninety percent of the residents were required to agree to resettlement before it could happen. This change process differed significantly from the forced resettlement of outpost communities that took place between the mid-1950s and 1970s. 

When power to William’s Harbour was finally turned off in the late fall of 2017, only one family remained.

If you were a member of one such community, what change role would you play? 

 

We each play various roles in change. We may prefer a particular role, identifying as a Leaper, a Bridge Builder or a Tradition Holder.

 

Perhaps you would be a Leaper, restless and bored with the status quo. You are enthusiastic about change and excited about the possibilities ahead of you. You might even initiate the idea to resettle. 

Maybe you would be a Bridge Builder: waiting to see details of what is being proposed and how others react before signing on. Once on board, you suggest improvements to the change initiative and become a spokesperson, sharing the idea with others in your community. 

Finally, you might play the role of a tradition holder, like Moses in Crummey’s novel – suspicious of the change and labeled as ‘resistant.’

The role we play will also depend on the specific change proposed to us. Whichever position we take, it’s important to be aware of the role we embody – to intentionally leverage the strengths and minimize the challenges of our role and that of those around us.

 

All too often, when we stand as Leaper or Bridge Builder, we dismiss the value of Tradition Holder.

 

Yet this voice is significant. Many successful change initiatives are only realized once those who step into Tradition Holder have been honoured.

It takes courage to stand firm in the face of change. When Tradition Holder strengths are leveraged, they act as watchdogs of change. If we are in danger of losing the integrity of our culture, they sound the alarm. 

 

What’s at stake if we do not honour our Tradition Holders? They become ferocious protectors, guard dogs rather than watch dogs.

 

They can change a gateway with access and entry points to a fortress, a stronghold that is fortified and heavily protected.

Instead, appreciate the role of the watchdog in the process of change. A Tradition Holder, speaking with courageous authenticity and championing the traditional ways, helps to ensure that nothing of value is lost. 

Once honoured, they share the knowledge of who to talk to and how to get things done. Now, there’s a big difference!

 

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | When has a tradition holder proved valuable to your change initiative?

Leading Change with Core Value Stories

Leading Change with Core Value Stories

“At the end of the day, you just ask yourself, ‘How did our vision and values influence decisions I made today?’ If they did not, then they are pretty much BS.”
• Peter Senge, systems scientist 

 

Core values are vital to engaging your team and creating a culture of positivity, productivity, and purpose. Yet all too often, organizations create a set of values that grow dusty on paper and are rarely expressed through their people. So how can change leaders place core values at the heart of a vision for change? Consider using value stories, a key tool in integrating core values into your change initiative. 

 

Stories that highlight and honour the expression of core values speak to the heart as well as the mind. 

 

Value stories are short narratives that focus on a moment where an individual, team, organization, or community fully honours and expresses a core quality or strength. Values that may have been invisible become visible.

The strategies for involving this tool are only limited by your imagination. Weaving value stories into the process of leading change helps to embed core values in your organization’s culture. For instance:

• Start or end meetings with the sharing of personal, team or organizational value stories.
• Share value stories in communication messages.
• Dedicate meeting rooms or hallways to a particular value and the story that accompanies it.

Leading change is all about developing new norms in attitudes and behaviour. Weaving value stories throughout the transformation process of changing climate, mindset and culture allows each person to live and breathe into the change. Here we explore how value stories might be incorporated into a change initiative.

 

Use value stories to establish a sense of urgency.

Clarifying core values is the first step in inspiring change and moving forward into a new way of being.  To understand which behaviors can take you forward and which ones need to be left behind, first examine your organization’s existing value stories. Honour old value stories for their usefulness in the past, and use them to address any ‘ghosts.’

 

Previous managers and social norms can haunt an organization, long after an individual has left or standards have outlived their usefulness. 

 

Change leaders can use this history to push the level of urgency up. Ask questions of your team, such as
• Why is it important for transformation to happen?
• What’s at stake if we remain complacent?

 

Use value stories to create strong change leadership teams.

New habits and attitudes are often required to develop teams strong enough to lead lasting behavioural change. Value stories can be a tool in creating a safe and courageous space. This helps team members to get up close and personal to new behaviours demonstrated by change leaders, without having to take the initial risk.

 

“Stories are the flight simulators of social life.”
• Keith Oatley, psychologist and novelist 

 

The flight simulator effect of creating, collecting and honouring the value stories now becomes paramount. Include value stories about leading change through teamwork. These stories help teams understand how to guide others to and over the edge of change.

 

Use value stories to reinforce your vision.

Vision and values are intricately woven. Core values complete the portrait of your organization as you develop a vision and strategy for moving forward.

Develop value stories that highlight your organization’s future potential. This helps to ground the vision for change, highlighting how stepping into intentional attitudes and values can overcome challenges to a desired change.

 

Use value stories to communicate a vision for change. 

Now, use those future potential value stories to reinforce your vision, showing others a portrait of the attitudes, behaviours and actions required to implement change. Communicating the change vision involves much more than simply sharing through words. Your vision must be communicated through deeds. Values in action say more than words, and the actions of your change leadership team must be congruent with the change vision.

Your team is watching! At this point, value stories are useful in acknowledging and appreciating those who honour core values. Showcase individuals and teams who are already demonstrating required behaviours. Sharing these values stories heightens the awareness of others to what is expected and needed. 

At this stage in a change initiative, nothing disempowers change leaders and change leadership teams more than an individual not fully on board with the need for change. Those unable to demonstrate the required values in action must be confronted, and either demoted or asked to leave.

 

Use value stories to generate short-term wins.

Story plays a huge role in acknowledging wins. Remain aware of the story arc of change, be clear on when wins are needed, and acknowledge those wins. Sharing short-term wins helps your team to see progress, shows the required attitudes and behaviours required, and encourages your organization to keep supporting the change initiative.

 

Use value stories to consolidate gains and produce more change.

Hiring and supporting people and teams who can implement the change vision is essential at this stage. The beauty in fully honouring core values is that hiring and succession planning becomes easier. Individuals with core personal and team values that align with core organizational values can be quickly welcomed on board.

Ask potential change leaders and change leadership teams to use value stories to express how their personal and team values align with the values of the change vision. This easily highlights who you should hire, promote and develop, and sends a clear message of what is required.

 

Use value stories to anchor your evolving culture.

John Kotter, a Leading Change expert, warns against the myth that the biggest impediment to creating change is the organization’s culture. This myth leads to attempts to change corporate culture right from the beginning of a change initiative. 

However, values can’t be forced. Instead, amplify them through expressing and honouring value stories. Keep in mind that without values in action, there can be no stories to share.

Remember, creating, collecting and sharing value stories throughout the process of leading change will serve any change initiative well. At the end of the process, remember to record your value stories, creating a portrait of a change leadership team and an organization transformed.

 

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | Where do your personal values intertwine with your organization’s values?

Influencing the Winds of Change

Influencing the Winds of Change

“We can see the clouds move, but we cannot see the wind. 
We can see the tides come and go, 
but we do not feel the moon’s gravity that moves them.”
 
• Arnold Mindell

 

At any moment, multiple potential futures are possible.

 

When you think about your personal future, you imagine the many possible futures that could unfold. When you engage our family, team, organization, community, or world in a big opportunity for change, you lead them in imagining a new vision for the future. 

You engage them in an act of collective imagination. Uncertainty is a part of the process, and with that uncertainty comes a myriad of potential futures.

Yet not all potential futures are desirable. Some potential futures are dreamlike, while others feel more like nightmares. Invisible forces are associated with imagined futures. These forces have the power to create our reality. 

Social change specialist Arnold Mindell recognized the power of these invisible forces in shaping reality. 

 

In the same way that invisible forces of the wind and moon affect the earth, our dreams, hopes, fears and expectations create our reality.

 

Some forces push us towards creating the dream, while others pull us into a nightmare. The potential futures that we collectively imagine impact our ability to inspire change, influence transition, and emerge transformation. 

Ultimately, these invisible forces influence whether a change initiative will fail or succeed.

Experienced change leaders make the invisible visible. They are aware of and intentionally work with the winds of change, both in themselves and in others. They create a safe and courageous space to hear and work with both hopes and fears associated with change. Throughout the change initiative, they continue to check in on what’s happening below the surface.

It can be easy for those leading change to fall into the trap of suppressing fear, out of concern that it will unbalance those around them. 

 

However, just because fear is unspoken or hidden does not mean it has no impact.

 

Bottled-up fear grows more under pressure, leaking out or eventually exploding to create the nightmare.

Being an effective change leader requires speaking to fear with as much courageous vulnerability as hope. Modelling change leadership brings the invisible to the fore for our teams and gives others permission to do the same.

Only once all fears and hopes are out in the open can they be explored for validity and addressed. Only then can a change leader influence those around them to move towards a vision of hope. In this way, leaders can truly influence the winds of change.

 

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

Question | What invisible hopes and fears are creating your reality?

Power of Personas

Power of Personas

We’ve all been there – that moment when you are ready to share a new idea or proposal. It’s an innovative product, service, or process that will unlock new value and fulfill new or existing market needs. You see it as a big opportunity for your team and organization. 

A fast-paced discussion leads to an upwelling of support. You feel the sense of urgency in your team members. And then, someone weighs in with the fateful words:

“Let me just play Devil’s Advocate for a minute…”

 

All too often in our organizations, the voice of Devil’s Advocate comes from a place of deep fear.

 

The fear is that accepting others’ ideas is an admission of weakness, or about what change might mean to them.

If the intention of the Devil’s Advocate is self-serving, then what can follow is disaster. Your big idea, ripped apart. People taking pot shots, leaving the proposal full of holes. 
A potentially innovative product, service, or process is nipped in the bud.

 Worse still, a psychologically unsafe team is created–an environment where people feel unable to express ideas for fear of being ridiculed and rejected. A team where the potential to collaborate to innovate is threatened.

It doesn’t have to be this way.

 

The voice of Devil’s Advocate—or sceptic—can be valuable. When it comes from a place of deep curiosity, this persona can lead us to challenge our beliefs, assumptions, and perspectives.

 

It can uncover blind spots, inspiring us to be even more innovative.

If we know how to work with it, we can use the appearance, or even the potential appearance of Devil’s Advocate to our advantage.

We can choose to engage in new roles. Roles that empower innovation rather than stifle. Roles that can speak to the concerns of the Devil’s Advocate.  Step into innovation by playing a different role. Wearing the hat of a Learner, Organizer or Builder changes the dance. Even when Devil’s Advocate is edged against us, we can move forward. 

Step into the role of Learner to humbly create the curiosity that leads to true urgency, challenge your own worldview and become open to new insights. 

Step into the role of Organizer to playfully compete for time, attention and resources, working with the budget and red tape to move the idea forward. 

Step into the role of Builder to visibly apply insights from the Learner and channel the empowerment of the Organizer.

Within these roles we can draw on the ideas of innovation expert Tom Kelley, and take on a variety of personas. We can bring the ten personas of innovation out to play. Each persona has a unique strength that further builds psychological safety.

The innovation personas include the Caregiver, the Set Designer, and the Storyteller. The Collaborator and Director encourage the team to learn together, while valuing everyone’s input. The Experimenter frames failure as a learning opportunity. The Anthropologist acknowledges limits, authentically sharing what they know and don’t know.

Even better, we can access these allies within ourselves, and call on those we work with who easily step into particular personas. Do you have a Cross-Pollinator, a Hurdler, or an Experience Architect on your team?

 

Stepping in to different roles and trying on a variety of personas allows us to bring curiosity, playfulness, and commitment to a room.

 

We create a space where people feel not only able to, but also responsible for sharing ideas, asking questions, quickly acknowledging mistakes and raising concerns early and often.  

When we step into inner roles and personas with awareness, intention and skill, we allow the emotional space for innovation. We encourage a contagious atmosphere of excitement, hopefulness and confidence. We defuse the potential damage of the Devil’s Advocate and engage the gift of skepticism to reflect and consider.

We change the dialogue. We create the psychological safety (Amy Edmondson, 2001) required for innovation. 

Psychological safety is a shared belief that the team environment is safe for interpersonal risk-taking. Team members feel confident that the team will not embarrass, belittle, reject, or punish anyone for their contribution. With psychological safety, a team can collaborate to innovate.

 

This is where it gets really exciting! A psychologically safe team that collaborates to innovate has access to a whole team of innovation allies. 

 

As a change leader, you can help your team collaborate to innovate. By playing different roles and purposefully trying on a variety of personas, with knowledge, awareness, intention, and skill, your team can create a safe and courageous space for innovation. 

 You will be ready to invite in the sceptics and say, as change leadership expert John Kotter would, “Bring on the lions!”

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems. 

 

Question | How might engaging the power of personas support you and your team to collaborate to innovate in change?

Channeling Chaos

Channeling Chaos

All great changes are preceded by chaos!
• Deepak Chopra

 

Emergence is an act of creativity seen in nature, the way complex systems arise out of a diversity of relatively simple interactions. It appears in the complex symmetrical patterns of snowflakes, the ripple patterns in sand dunes, and in places like the Giant’s Causeway.

When a group of people come together as an effective change network, organizational emergence is evident. Simply stated, a collaborative collective is far more intelligent and powerful than the sum of its parts.

Witnessing these change networks emerge is pure alchemy. Even more powerful is the ability of these networks to create the space for systemic change in their organizations.

How do they do it? As with the concept of emergence, there is no ‘one plus one equals two’ answer. Both researchers and practitioners have come to the same understanding — that effective change leaders commit to creating a safe and courageous space for emerging:

• chaos rather than control
• conflict rather than harmony; and
• intelligent failures rather than perfection.

All are requirements of the creative process of transformation.

Change management focuses on implementing the structural processes of change. It controls the change initiative, using simple tools and structures to minimize distractions.

In contrast, change leadership requires different behaviours and skills than those involved in change management. It focuses on inspiring true urgency, influencing head, heart and gut, and emerging collective accountability.

 

In this process, there is potential for change to feel messy, edgy, risky—uncomfortable. This is normal!

 

Change leaders learn to live in the discomfort. As Bob Anderson shares, leadership is mastering the tension between safety and purpose.

Is your intention to inspire great organizational or social transformation? Smaller, less impactful changes that are more developmental or transitional in nature can often be managed with little chaos. If we are talking about great transformational changes in mindset and culture, expect chaos as part of the process. 

If there’s no chaos, perhaps it’s time to check the purpose of the change vision as truly transformational and banish mediocrity!

As Chopra reminds us, all great changes are preceded by chaos. The word ‘chaos’ is derived from the Greek ‘chasm’ — a break in continuity, a gap, an edge. As change leaders, when we commit to creating a safe and courageous space for chaos, we honour the change process. 

 

We lead people up to the edge of change, gape into the chasm of uncertainty, and allow for a diversity of conflicting emotions and thoughts to emerge.

 

Rather than attempting to quash those emotions and thoughts, or trying to force people to feel or think differently than they do, we allow the diversity of emotions and thoughts to unfold and mingle. Uncertainty and chaos transition into the creation of something new. Collaborative chaos allows for the influencing of hearts, heads and guts and collective accountability to emerge.

 

‘Conflict is the midwife to constructive change.’
• Marita Fridjhon

 

Many of us are conflict averse. We haven’t yet learned to develop a healthy relationship with conflict, personally or professionally.

Avoiding conflict does not lead to harmony. If only it was that easy! Unfortunately, attempts to quash conflict in self and others does not eliminate it. Conflict is still there, lurking under the radar and often toxic.

By creating a safe and courageous space, change leaders allow for the development of a healthy relationship with conflict. They empower all the voices of change to be spoken and heard — even the unpopular voices.

Often, these marginalized voices are critical to highlighting potential blind spots in change initiatives. This process can be the spark allowing creative and innovative thinking to emerge.

 

‘Mistakes are the portal to discovery.’

• James Joyce

 

Let’s admit it, failure hurts. Yet if we never risk failure, we risk failing our own imagination. If we can learn from failure, it becomes a springboard to creative change. In a safe and courageous space, teams make mistakes and risk failing, but never fail to learn.

Taking advantage of what’s emerging requires awareness, intention, and skill. As you consider the change you hope to lead within your team, let answers to these questions emerge.

• Are you willing to risk chaos by allowing diverse emotions and thoughts to be heard?
• Where are you willing to hear a diversity of voices and risk conflict, or make mistakes and risk failure?
• Where do you dare to be a change leader?

Kerry Woodcock, Ph.D., leads change for a world of change, She coaches pioneers and influencers to amplify the power of relationship and lead over the edge of change. As Principal of Novalda, she develops change leadership capability in organizations and social systems.

Question | What support do you need to channel the chaos of change?