patterns and perils of badass, goodhearted change agents
TRANSCRIPT
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Why isn’t anyone talking about how hard it is to create change inside organizaBons?
Why is most a&enBon on leaders? Why isn’t anyone helping the individual change ins.gator?
My biggest challenge in creating change is:
(choose one)
1. Afraid I might hurt my reputation/career
2. My boss is resistant to most new ideas
3. My ideas go against the culture of my organization
4. I hate dealing with conflict and controversy
5. Working through approval processes makes me crazy
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The top reason my organization resists change: (choose one)
1. Execs will never agree to it
2. Not enough resources/too expensive budget
3. Like the way things are
4. Working through approval process exhausting
5. We’ve tried that before and it didn’t work
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1. Senses emerging trends
Peril: sees too far ahead. Hard geQng the risk-‐averse and complacent to pay a&enBon soon enough
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3. Builds alliances and relaBonships
Peril: insecure managers, performance objecBves, “disloyalty” to silo, not “corporate”
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10. Has a life beyond work.
Peril: creaBve, courageous rebels replenish their spirits by experiencing life. All work and no play diminishes your change agent superpowers.
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
www.rebelsatwork.com @RebelsAtWork www.facebook.com/RebelsatWork [email protected] @LoisKelly [email protected] @Milouness
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