Small conversations lead to big change
It's great to come to conferences and hear all the good advice from lost of smart and experienced people.
But how likely are we to take our insights back and drive real change? What stops us from really changing the world?
It's a truism that an inpidual can't beat the system, right? So how do we go about making change a collective agenda? How do we encourage leadership everywhere? We start by focusing on others rather than ourselves.
In this interactive session I lead a series of small activities that model how we can go from a discussion with our friend about how things should be to leading change across the organisation.
I run three small discussions. Each one is designed to teach a method for increasing influence and effecting organisational change. We pick the theme of "When I saw someone do something great/amazing at work" and each iteration we increase the number of people in the discussion, and make the stories more personal.
This shows how in just three iterations of a discussion we can totally change the way we interact with the environment (i.e. the people in the wider business) and drive braver conversations.
Outline/Structure of the Talk
Opening statement to anchor the session with a context and goal
I then ask the room to conduct three 5 minute discussions with a short debrief on each one.
At the end I ask some people to come to the front of the room and share their story.
I then close with an appreciation and a summary of what just happened and how it can inform people's behaviors back at work.
People learn a pattern for growing their influence and driving change across a network of stake-holders.
People have the ability to take other things they learned at the conference and influence their team mates to adopt potential changes.
schedule Submitted 5 years ago
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The CIO invited me into his office and closed the door. Before he took me for a tour of his operation, he had a few stories to share. Important stories. Last year’s project was a disaster. Late, lots of quality issues, in short, a failure in every dimension. His boss, the CEO, had just presented him with a very personal ultimatum: deliver the next project by April 4th, "or else".
"Or else what," I asked?
His team was burned out and scared. They were a hard-working and dedicated group, but fear and demoralization had set in and he didn't know what to do next. That’s why he wanted to talk to me, he had heard things about my company, things that seemed too good to be true, but he had to hear them firsthand. He wanted hope, inspiration, and a practical way to get there.
I told him about my own journey from joy to fear to disillusionment back to joy. It was simple, but, of course, simple isn’t easy. I wasn’t sure he and his organization were ready; "manufactured fear" is a powerful drug.
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