The book "More Fearless Change: Strategies for Making Your Ideas Happen" by Mary Lynn Manns and Linda Rising was published in 2015. The book discusses tactics for managing change and is a sequel to a similarly titled book written earlier.
If you haven't read the first book, don't worry; this book replaces, updates, and expands upon it. It includes about 60 best practices that can serve as a toolbox for managing any change toward success.
The authors call these practices "patterns."
Here are the recommendations organized according to key components that contribute to successful change:
Strategy and Planning
Communicating the Idea
Partners
Opponents
Below is a detailed breakdown of the practices. Naturally, some can be linked to more than one component, and the connection shown here appears to be the primary one. Although there is some repetition between some of the tips, each tip has its emphasis. Reading the book is recommended; anyone involved in managing change can learn several ideas here about how to improve their methods of operation. And between us - who isn't involved in change? ... We're all there.
Strategy and Planning
Know Yourself
Leading change isn't easy—it always takes longer than planned and faces more challenges than expected. Therefore, it requires inner strength. Self-awareness will help us understand whether we have the passion, skills, and abilities needed to lead this journey and, thus, whether we can undertake it in the first place. Self-awareness will also help us plan the change to lead better. Self-awareness will help us at every stage to understand our part in any difficulty and how we can change and improve.
While self-awareness is important to implement before starting, it's worth revisiting the question during the journey.
By the way, answering this question in depth helps us examine the beliefs and values that drive us.
Dedicated Champion
To increase effectiveness, incorporate the responsibility for leading the idea and change into your official role definition.
This will cause more people to listen because it's part of something official, and it will be done with less volunteering and perhaps more time and resources.
Imagine That
Without a clear picture of the future, we'll struggle to lead there. Including a story that begins with "Imagine you could achieve..." is sometimes a more effective tool than describing a list of features of an idea being led.
Incorporating a "what if?" exercise so people can imagine the effect of implementation as part of the idea's initial presentation can help them understand how the idea fits into their work environment.
Evolving Vision
It's easier to start small, with limited goals, and with success, develop them and allow the vision to evolve and grow. This will reduce disappointments and unrealistic or unachievable goals.
In implementing the plan, it's worth periodically allocating time to stop and think about updating the vision.
Concrete Action Plan
A concrete work plan is one where the where, when, and how are clear for each item. Such a work plan is effective for achieving a defined goal.
It's advisable to declare precisely the next step in advancing the change, even if it's a small step.
This recommendation is important because it reduces frustration and abandonment following significant goals and plans that didn't materialize and contributes to aligning expectations with the team.
Note: An approach in which any such work plan is an experiment to test what works and decide how to proceed will foster a positive learning environment.
Piggyback
Rely on practices that were positively learned in the organization from previous changes and initiatives. Look for significant events promoting other projects and seek opportunities to mention your idea there. If possible, present your idea as an addition to another widely accepted major initiative - this is beneficial both for convincing employees and potentially leveraging existing resources.
Test the Waters
Plan moderately. Not everything can be known in advance, including which practice will be best in each situation. Sometimes, you simply need to dive in, try several options, and decide in real-time.
Baby Steps
You can't transition everyone to the desired way of working at once. Attempting giant leaps usually leads to failure. Small steps allow progress while addressing issues in real-time. Tiny steps make it easier to differentiate between users who are progressing at different paces.
Use an incremental approach aimed at the long-term vision.
Focus on the most significant problems at any moment, identify what can be done quickly, and implement.
Encourage people to experiment with the idea "in small ways"—small experiments can be the key to significant success.
Low Hanging Fruit
Dealing with complex systems is the default. Focusing on small, easily achievable goals effectively creates impact and pushes the environment forward in the desired direction. Repeatedly seek opportunities for quick wins. After implementation, publicize widely.
Warning: Fake optimism will backfire when the situation is bad or we're not serious.
Just Do It
We'll never be fully ready or comfortable enough. Don't wait for all the information; get out there and act, gather information, and adapt solutions to what you've learned.
Ensure you maintain a positive approach and impression despite a lack of knowledge.
Sustained Momentum
Plan for continuous activity that maintains momentum over time. Take a small step every day, even if it is invisible; each step brings you closer to success. And truthfully, sometimes, there is no finish line.
Time for Reflection
Plan regular stopping points to examine what's working and what needs to be changed. Don't get upset about mistakes—they're valuable for learning.
Consider using an external consultant to get an objective perspective.
Communicating the Idea
Evangelist
When presenting a new idea, let your passion lead. Express this passion and share your enthusiasm when discussing the idea. Your goal is to gain people's trust, regardless of whether the idea convinces them.
Caution:
Be realistic, and don't exaggerate
Some people are seen as entrepreneurs who get excited about every new idea; if you're one of them, use others (early adopters) when presenting the idea.
Emotional Connection
Emotional connection builds trust, convinces the path, and instills confidence and enthusiasm for desired change.
Connect with people's feelings rather than just using logical arguments. Listen and address their feelings about the idea. Be attentive to fears, anger, and concerns while connecting the idea to their passions.
Accenture the Positive
A positive approach and emphasis on positivity help plant hope, helping people better deal with the fear of change and gather the strength to handle it or even help implement it.
A positive approach can be a warm smile or showing authentic kindness, even when facing resistance.
Just Enough
When presenting a new idea, initially focus on the concept and general description. As readiness progresses, more detailed information can be communicated later. Avoid information overload!
Group Identity
Brand the change initiative with an identity to help people be aware of the process and its goals.
Implementation tools: project name, regular meetings, website page, dedicated email.
External Validation
Before people are convinced of a new idea, they want to feel confident in the investment's worth. To increase confidence, bring supporting information from outside the organization.
External sources can include books, articles, internet content, and success stories.
While always valuable, this is especially important when internal supporting information is lacking in the early stages.
Caution: Don't overdo it or overwhelm people with too much information.
Elevator Pitch
Be prepared with an elevator pitch—a few sentences explaining your idea briefly and concisely in any context. Note the few words, conversational delivery, and engaging opening (it can start with a question).
Include 1) the idea, 2) the problem it solves, and 3) the aftermath vision.
Give people time to react and ask questions.
Make the elevator pitch content, like a website, available in a fixed location.
Town Hall Meeting
When ready to share information with a large group, hold a general assembly to update everyone simultaneously. Rationale: efficient for progress updates, collecting ideas and feedback, strengthening support, and requesting help.
After the assembly, find ways to continue dialogue and update everyone on developments.
Brown Bag
Use lunch breaks for relaxed meetings and to share information about new ideas in a less formal format. Since lunch breaks are not during regular work hours, people are often less stressed and more likely to attend.
Look for other informal meeting opportunities - breakfast before work, afternoon coffee, etc.
Note that some people react oppositely... lunch break is a sacred time not to be disturbed.
Do Food
Bring refreshments to make regular meetings memorable, even for small groups. Sharing food tends to make people feel more connected.
Notes:
Before implementing this practice, understand food's role in the organizational and general cultures of the people you're meeting.
Don't overdo it
Royal Audience
When bringing an honored guest to events, arrange a time before or after for senior management to meet them semi-formally (e.g., lunch). Get their consent first...
Location, Location, Location
To prevent distractions and interim meetings during events, try to hold significant events of half-day or more extended outside organizational facilities.
The location shouldn't be far, and you'll need to work hard to make the meeting successful so people won't regret the inconvenience of leaving the office.
Consider that such event costs may be significantly higher.
Tailor Made
Adapt the message and communication to organizational needs. Even if people are excited about an idea, transforming excitement into impact requires adapting each idea to that organization's specific needs.
Hometown Story
Encourage employees to share their experience implementing the new idea in informal interactive meetings.
The narrative and informal aspects of sharing are essential for effectiveness.
Try to use this practice often. People want to hear about field success, not just from the chosen few.
Next Steps
At the end of each idea-related event, discuss with participants their next possible implementation steps. If the list is long, prioritize.
Persistent PR
Ensure your idea maintains a presence throughout the organization over time. Publish information across digital channels and ensure physical presence. Use eye-catching colors.
e-Forum
Set up a digital bulletin board for ongoing information communication to all interested parties.
Promote the digital board's existence.
Ensure content is updated and interesting.
Token
To keep the idea "alive" in people's memory, small gifts and objects that symbolize and remind them of the idea are distributed and identified.
Examples include magnets, coasters, cups, pencils, branded papers, or article copies.
Plant the Seeds
You never know when you'll meet someone and have a chance to sell your idea. Always be ready with marketing materials for explanation and distribution. Tangible artifacts always catch the eye and heart, forming a conversational basis. If you're in a paperless digital era, ensure an image and inviting webpage are available at the touch of a button.
Partners
Ask For Help
Since proposing a new idea requires significant work, secure people and resources who can help. Don't try to do everything alone; don't hesitate to ask due to discomfort or fear of rejection. Bonus: Adding people brings new perspectives and increases chances of success.
Go-To Person
Maintain a list of people identified as entrepreneurs and early adopters. They can help with thinking, development, and implementation. Don't try to do everything alone - even with passion, you'll lack skills, influence, or time. Involving others increases their commitment to the idea.
Corporate Angel
Support from operational managers is good but insufficient. Secure support from a senior executive interested in your idea and can provide guidance and resources.
Local Sponsor
Experience shows that change succeeds systemically when local managers take responsibility. Find local sponsors in each unit and work with them. Note they may want to adjust the change to advance their agenda.
Guru on Your Side
Recruit support from organizational gurus respected by both managers and employees. Their support can help with organizational persuasion. Don't rely on just one guru, even if they have broad influence—they might leave.
Guru Review
Gather a group of gurus as a review committee to evaluate the new idea. Based on the learnings, prepare a report for management.
Innovator
Identify entrepreneurial employees who like adopting new ideas. Discuss innovation aspects and leverage their help in generating interest. Note that innovators come and go - use their help in the short term.
Connectors
Find well-connected people skilled at relationship management. Ask them to spread the word about the innovation/change. Consider that they might bring time-consumers. Ensure you have enough interesting information to share while focusing on core activities.
Big Jolt
Bring someone interactive to discuss your idea or change. Big names can open doors, resulting in more attendance, listening, and conviction.
Future Commitment
When suitable people are busy, requesting future commitment increases chances of help and aids their preparation when you can define what and when.
The Right Time
Plan timing carefully. Avoid scheduling engagement meetings during busy periods; give advance notice. Be sensitive about when to raise help requests during meetings.
Mentor
Provide internal or external mentors to help with implementation. Remember that finding good mentors is not always easy. Ask colleagues who have managed similar changes. Avoid overdependence on mentors—it's temporary.
Stay in Touch
Key supporters have many priorities and might forget your idea or promise to help. To keep your topic relevant, maintain contact through informal or periodic meetings.
Study Group
Form a small group (max eight people) of colleagues interested in deeper learning. Ensure regular meetings.
Early Adopter
Secure early adopters as opinion leaders. Look for prominent organizational figures who can help advance the idea early on.
Early Majority
Early adopters aren't enough - reach and convince the majority. Repeatedly expand the implementation group for a significant footprint. Note these users differ from pioneers: slower learning/conviction but more stable implementation.
Involve Everyone
Successful implementation requires allowing everyone to support and contribute uniquely. Help people feel ownership of the change. Don't constantly postpone this stage.
Sincere Appreciation
People feel unappreciated when extra effort goes unnoticed. Thank all helpers sincerely. Give unique gifts when appropriate. You'll benefit, too - sincere gratitude improves both the giver’s and the receiver's feelings.
Shoulder to Cry On
Change management has ups and downs. Secure a sympathetic ear to avoid discouragement.
Small Successes
Take time to communicate and celebrate each small success. The organization, partners, and you need it—every small reinforcement matters.
Smell of Success
People sense success and want to connect. Be prepared, identify them, and turn their questions into engagement opportunities.
Opponents
Pick Your Battles
Resources are always limited, and we won't be able to address everything needed or win over all opponents. It's worth considering who might be easier to convince, get on board, and invest resources accordingly.
Ask yourself: Can I win? Should I win? And really... what's behind this?
Plan and decide where you want to stand firm and where it's better to leave room for negotiation.
And don't forget: It's not wise to completely ignore opponents' views; look for common ground and find ways to compromise. You'll benefit twice - both by having a better chance of reaching the end goal and having a more pleasant journey.
Trial Run
When the organization isn't ready to commit to a new idea, propose a time-limited trial. This will reduce concerns and make the process easier if approved after the trial period.
Remember that people are more likely to cooperate when they convince themselves.
Wake-up Call
One reason people resist change is a lack of awareness of the organizational problems driving it and their associated warnings. Another approach to gaining potential supporters is to point out needs and challenges.
Encourage people to notice your idea by highlighting the factors that make you believe it's necessary. Remember that people are comfortable in their comfort zone. Still, they want what's best for themselves, the organization, and the world, so they emphasize the need and urgency (see book summary - "Sense of Urgency" by John Kotter).
Myth Buster
Often, myths flourish and block our path to convincing people of the validity of change; in an era of endless information, it's very easy to find support for any myth. Busting myths is an effective way to clarify the picture and begin conveying change-related messages.
Remember that an initial presentation of an idea, however interesting, doesn't guarantee the prevention of myths. Prepare a list of possible myths and ways to address them in advance. Identify myths related to the intended change and address them directly at the appropriate time.
Easier Path
To encourage the adoption of a new idea, remove all obstacles that might stand in the user's way. The authors refer to this practice as one of the most powerful in the toolbox: ensure the easiest possible path that will make it simple for people to act (see the path-shaping concept in Dan & Chip Heath's book "Switch"). This will require your inspiration and creativity, but it will prove worthwhile.
Fear Less
All innovation is disruptive, so resistance is expected. Take this into account and be fearless. Seek help even from opponents. Remember that their opinions can change. Aim for 1:1 conversations to prevent potential damage.
Building relationships with skeptical people can turn risk into opportunity. Focus on those who have more organizational influence.
Whispering in the General's Ear
When meeting with senior executives to promote your idea and gain their support, adopt different tactics than you would with a typical employee. Meet 1:1 whenever possible; talk about the big picture and avoid technical details (unless the manager likes this approach). Address concerns about implementing the idea from their perspective, considering their needs as you know them. Explain the scope of resources required from them and their people.
Champion Skeptic
Seek help from influential opinion leaders and managers who are skeptical about your proposal. Listen to their comments to see how to improve the proposal, and at the same time, you might be able to reduce their resistance and turn them into partners.
A Personal Touch
People are different from each other and distinct from us. Don't expect how we perceive the subject to be suitable for convincing them, too. Consider who you're meeting with - and what benefit they could gain from implementing the idea, and adjust the message (WIIFM = What's In It For Me).
Bridge Builder
Sometimes, the only way to make people less suspicious of your idea, especially when presented by you, is because you're considered "not objective."
Ask early adopters to serve as a bridge, helping open hearts and talk with those who are delayed and hesitant about joining or waiting longer.
Make sure you choose suitable people, so the hesitant ones don't convince the progressive ones that maybe they should give up too...
Corridor Politics
Work informally 1:1 with decision-makers and influencers before the official voting and decision-making process begins, and make sure to bring them on your side.
Important to remember:
The road goes both ways, and you might be asked to do favors yourself along the way to achieve other goals. This is part of the price, but it's worth implementing such politics, especially when it's not about personal matters but ideas that genuinely contribute to and improve the community.
This practice requires considerable time and resources; prepare accordingly.
Plan. Set out and communicate wisely. Recruit partners. Deal with opponents. And repeat.
Do this wisely while making intelligent use of these practices and your practices. Good luck!