SECOND EDITION  |  February 2013
Change Catalysts Change Intelligence


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Here are some of my upcoming public presentations. I’d love to meet you there!

Annual Meeting

Los Angeles, CA
April 17, 2013

Global Summit
Santa Clara, CA
June 2-4, 2013

Special Offer!  Receive $300 off WITI Summit registration with this promotional code:   btsum13

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Exciting Announcement!

Excerpt from Change Intelligence:
Use the Power of CQ to Lead Change that Sticks
is now available!  Download two chapters for free at! 

Stay tuned for more information about the book launch – publication date May 14!

This month I was invited to speak at the Steel Manufacturers’ Association Meeting in Mesa, Arizona.  Prior to the conference, I communed with nature at the Desert Botanic Garden in nearby Phoenix.  What struck me most, beyond the serenity and beauty, was how the plants and animals adapted to survive in their challenging habitat. 

AdaptationAdaptation turned out to be a key theme for the trip.  Joe Alvarado, CEO of Commercial Metals Company, spoke in his keynote about how his firm had to adapt to fight a hostile takeover and compete in a demanding global business environment.  The SMA’s Human Resource Committee held a roundtable on adapting to healthcare reform.  An Operations Manager from ArcelorMittal asked me how he could overcome resistance so his people would adapt to a new technology system and work practices his mill had just implemented.  The day after I arrived home on American Airlines, the carrier announced its plans to merge with U.S. Airways, which if approved will necessitate years of integration and adaptation. 

Are you being asked to adapt to changes in your industry or workplace, or expected to help others adapt?  Adapting to change doesn’t have to require eons of evolution, radical reorganization or taxing turnarounds.  For change leaders, a winning step is often something well within our control: that is, to adapt (or change) ourselves first.  Here are five simple steps to get you started: 

Change Your StoryReframe resistance. Resistance in organizations is like the immune system in the body; it protects against harmful invaders from the outside. Just like pain in the body is a symptom something is wrong, so resistance is a sign to which managers should pay attention. The goal is not to eradicate it, but to allow it to surface, so it can be explored and honored.  To lead more effectively, learn to see resistance as your ally, not your enemy.

Change Your Stance – Picture a triangle. So often, we view ourselves on one angle, others at another angle, and “the problem” on the third angle. In our minds, it feels like it’s us against the other people as well as the problem. That’s exhausting. Instead, re-envision yourself and the other people working
together to solve the problem. Move from being and feeling and acting against others, or doing something to others, or even in spite of others, to working with and even for them.  If you can make this simple mindset shift, how you relate to others will almost immediately become palpably partnership-oriented to them. 

Change Your Seat What you see depends on where you sit.  Change looks very different at different levels of the organizational hierarchy. Those at the top are typically isolated. Those at the bottom are most resistant. Those in the middle are squeezed. Sit in others’ seats and appreciate their pressures. Adapt your approach and messages to the very different needs and concerns of these very different audiences.

Change Your Style – We all know the Golden Rule:  Do unto others as you would want them to do unto you. To lead change effectively, follow the Platinum Rule:  Do unto others as THEY want to be done unto. Tell stories they can relate to. Share statistics relevant to them. Demonstrate what’s in it for all of us to work together in new ways. 

Change Your Strategy So often, what looks like resistance is really that people don’t get it, don’t want it, or they are unable to do it.  Engage the brain by explaining the “why” and “what” of the change — help the “head” understand your vision, mission, and goals. Paint a clear picture of the target and the end game. Inspire the “heart” to care about the change objectives by engaging with others, actively listening, dealing with fears and insecurities, and building trust.  Help the “hands” apply the change — provide tactics, training and tools, and eliminate barriers standing in people’s way. 

The good news: 
None of these tips require leaders to change who they are.  They are all about shifts in mindsets and behaviors.  It’s about the flexibility to adapt our leadership approach to get us all where we need to go. 

It’s amazing how when we change, others change.  It’s been said before — because it’s true: Be the change you wish to see in the world. That’s leadership.


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