Creating and adapting to change: Lois Kelly presentation to the National Association of Electrical Distributors on Aug. 12, 2015

1. Creating
Change
NAED AdVenture Marketing Conference @LoisKelly

4. 1. Challenges
2. Qualities
3. Essential strategies
4. If you’re the boss
5. Open mic

5. My biggest challenge in creating change is:
1.Afraid I might hurt my reputation/career
2.My boss is resistant to most new ideas
3.I hate dealing with conflict and controversy
4.The approval processes makes me crazy
5.My ideas go against the organizational culture

6. The top reasons my organization resists
change:
1.Execs/owners will never agree to it
2.Not enough resources/too expensive/no budget
3.We’ve tried that before and it didn’t work
4.Need more convincing ROI
5.Like the way things are

7. Assumption
s
Fears
Love way it wasCertainty
The real obstacles are usually
overlooked, not addressed.
Discomfort

8. Troublemakers Good Rebels
Complain Create
Break rules Change rules
Me-focused Mission-focused
Problems Possibilities
Alienate Attract
Energy-sapping Energy-generating
Assertions Questions
Pessimist Optimist
Point fingers Pinpoint causes
Worry that… Wonder if…
Obsessed Reluctant
Source: Rebels At Work

10. We have no money so we’ll have to think.
-- Sir Ernest Rutherford, father of nuclear physics

11. The Change Quest
See
nee
d
Face
fears
Prepare
Frame
issue
Enlist
support
Communicate
like activist
Prepare
for
conflict
Succeed
or quit
Assess Reframe Adjust

12. Low Medium High
How much value would this
idea provide?
Do we believe it’s possible?
How much do we want to do it?
Can we measure whether it’s
working?
Is it worth taking on?

13. Prepare

14. Prepare

15. FOUNDATIONAL: relationships and trust
Prepare

16. What’s at stake Show how the idea relates to what
people want.
What could be Make the status quo unappealing.
Why it can work People support ideas they think can
work.
What do people in your organization really want? Is it stated or unstated?
Frame idea, communicate to effect behavior
Frame
issue

17. What it’s like today
What it could be like
Frame
issue

18. What are your unshakable beliefs?
Frame
issue

19. Swim down together!
DIT vs. DIY
Enlist
support

20. When just 10% of the population
holds an unshakeable belief, their
beliefs will always be accepted by
the majority.
10%
tipping point
Network research scientists,
Rensselaer Polytechnic Institute
http://news.rpi.edu/luwakkey/2902
Enlist
support

21. 21
Urgency + purpose
Persuasion science
Process vs. presentation
Communicate
like activist

22. We fall in love with talking tactics…
and forget to connect new ideas to business strategy, beliefs.
Communicate
like activist

23. All change requires difficult
conversations.
And talking about the REAL issues.
Disagreement
& conflict

24. Consolidation…online channels….
…digital business costs…margins
Urgency is not sufficient.
Our brains are wired to run away from threats.

25. Objection Meaning Response
There are no
resources
It’s not a priority Explore importance,
acknowledge
How will THIS affect
THAT in future?
Desire for certainty What is known.
Discomfort of
unknowables
Where’s the ROI? How will we know it’s
working?
Create measures
Let’s develop some
consensus on this
Uncertain of its merits What would it take for
you to see value?

27. Assess

28. Where are you?
Agony Phase
Just getting started? Time to let go of idea?
Quit?
Positive
Negative
Low High
“Buzz”
Frustration
Assess

29. Know when to quit

30. If you are the boss….

31. Be kind and thoughtful: Safety
Call BS and be called on BS: Authenticity
Invite cognitive diversity: Creativity
Have a strong backbone & gentle heart: Empathy

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

33. Be willing to look at the real problem

34. What is the risk of NOT changing?

35. 35
Appreciate your rebels.
Appreciation a greater motivator than money.

36. Newsletter, resources, posts:
RebelsAtWork.com
facebook.com/RebelsatWork
@LoisKelly
@RebelsatWork
Find this presentation at:
slideshare.net/Foghound

37. We know that “norms” in consumer services
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