WIXLIB

AAcknowledgmentsThanks to our shepherd, Joe Bergin, and to our PLoP ’08 writers workshop members: Takashi Abi, Miguel Carvalhais, Christian Crumlish,Dick Gabriel, Josh Kerievsky, Christian Kohls, Ricardo Lopez, Pam Rostal,Lubor Sesera, and Steve Wingo.Thanks to our shepherd, Klaus Marquardt, and the members of the“People” writers workshop at PLoP ’09: Takashi Abi, Marco Hernandez, JeffHutchinson, Lise Hvatum, Christian Kohls, Jake Miller, Karl Rehmer, andRobert Zack.Thanks to the members of the MiniPLoP ’09 writers workshop: AdemarAguiar, Brian Foote, Dick Gabriel, Ralph Johnson, Rick Mercer, and JoeYoder.Thanks to our shepherd Christian Kohls and the members of the PLoP’10 writers workshop: Paul M. Chalekian, Lise Hvatum, Kevin Kautz, JoshuaKerievsky, Bill Opdyke, Karl Rehmer, Rebecca Rikner, David West, andRaul Zevallos.Thanks to our shepherd Eugene Wallingford and the members of theSugarLoaf PLoP ’12 writers workshop, including Joe Yoder, Christina vonFlach, Sérgio Soares, Marília Freire, Daniel Alencar, and others.xv

xviuacknowledgmentsThanks to Michael Neelon, Associate Professor of Psychology atUniversity of North Carolina–Asheville, for his invaluable assistance withthe Emotional Connection pattern.Thanks to the MLA 540 students at UNC Asheville who helped draft theSunset Lake story.Thanks to Alan Dayley for his great story, “Losing My ‘ChampionSkeptic.’ ”Thanks to Jutta Eckstein for being a good friend and long-time supporterof our work and for sharing her research with us for this book.Thanks to our long-time friends and supporters Joe Bergin and FredGrossman at Pace University and their team of students: Stephanie Feddock,Michele Kirchhoff, Nader Nassar, and James Sicuranza.

AAbout the AuthorsMary Lynn Manns is a management professor at University of North Carolina–Asheville,where she was recently awarded DistinguishedProfessor of Social Relations for her workin change leadership. She has a Ph.D. fromDe Montfort University in Leicester, UnitedKingdom, where her thesis focused on theintroduction of patterns into organizations.She has continued her work with numerous presentations at a variety of conferences and in organizations that include Microsoft, amazon.com, Avon,and Proctor & Gamble. Her publications include Fearless Change: Patternsfor Introducing New Ideas, co-authored with Linda Rising. At her university,she guides students of all ages in learning the tools (patterns) for leadingchange and competing as social entrepreneurs. In 2013, Mary Lynn was thecommencement speaker who transformed the typical model of speeches byencouraging the graduates to take the first steps toward changing the worldas they got off their seats to dance. In her spare time, Mary Lynn helps individuals make personal change by leading “Zumba for People with Two LeftFeet” workouts.xvii

xviiiuabout the authorsLinda Rising is an independent consultantbased in Mt. Juliet, Tennessee (just east ofNashville). She has a Ph.D. from ArizonaState University in the field of object-baseddesign metrics and a background that includesuniversity teaching and industry work in telecommunications, avionics, and tactical weaponssystems. An internationally known presenteron topics related to patterns, retrospectives, thechange process, and how your brain works, Linda is the author of a number of publications and four books: Design Patterns in Communications; ThePattern Almanac 2000; A Patterns Handbook; and, co-authored with Mary LynnManns, Fearless Change: Patterns for Introducing New Ideas. Linda has been anamateur recorder player for more than 50 years. She and her husband, KarlRehmer, are part of three performing groups. They also enjoy bike riding,even when the hills in Tennessee are pretty steep. They also serve as boardmembers for Habitat for Humanity of Wilson County. Find more information about Linda at lindarising.org.

chapter threeSShare Information andSeek HelpWhen you have a good idea, you are anxious to share it. You want toinvestigate what others may think about it, identify some supportersand potential resistors, gather some hints for moving forward, and get somehelp. Unfortunately, this is not always easy. The patterns in this chapter willhelp you achieve these goals—Elevator Pitch, Town Hall Meeting, Go-ToPerson, and Future Commitment.Our first book introduced the In Your Space pattern and pointed outsome ways to keep your idea where others can see it and hear it frequently.We have since changed the name of this pattern to Persistent PR becausethis name does a better job of capturing what you are doing throughout thechange initiative. Spread the word, even though this takes time and effort.Despite your persistence, however, people might not take the time to listenor might misunderstand your message. Even if you believe “there is no suchthing as too much communication” during times of change, you might stillstruggle with how to do this effectively.Mary Lynn encountered many of the challenges in creating and communicating consistent messages while leading the development of a new idea onher campus. The answer was to use many different methods, with the hopethat one or more would catch the attention of each person she was tryingto reach.17

18umore fearless changeElevator PitchWhen you begin, and throughout your journey, you need to understandwhat your message should be. You can’t, and probably don’t want to, shareall the details of the idea with everyone you meet. Instead, you and yourteam need a concise pitch that opens the conversation—an elevator pitch.This summation is by definition brief, but it can spark curiosity and invitequestions. Fewer words, with a conversational style and a good opening line, will capture attention better than long prose.1 As Anthony K.Tjan  recommends, you don’t want to over-sell to the point of diminishingreturns.2 An elevator pitch helps you and your listeners focus on whattruly matters at that time. As the idea develops, the team can, and should,update the pitch so that it always provides an accurate summary of what’sgoing on.Town Hall MeetingWhen you feel prepared to share your message with a larger group, itmight be time to hold a town hall meeting. Try to invite as many voicesas p ossible—involve everyone. This can be an efficient way to provide anupdate on the idea, gather ideas, identify supporters, and ask for their help.If you are successful at attracting a large, diverse group, this can be an exciting sign that people are interested, but it can also create bedlam as all oftheir voices struggle to be heard. Be prepared to provide strong leadershipduring the meeting so that the message is clear and all speakers make theirpoints.Go-To PersonThe town hall meeting and your team’s continuing use of your elevator pitchwill likely attract some innovators and early adopters. Keep a list of thesepeople. They are potential go-to people who can help with tasks that crop upas you and your team develop the initiative. This list may contain the namesof people you can “go to” for any number of special skills you will need alongthe way.

chapter three Share Information and Seek Helpu19Future CommitmentIf you are able to anticipate some of your needs, you can ask for a future commitment from busy people. If given some lead time, they may be more willingto help. This allows everyone to plan ahead.Mary Lynn recently asked a colleague to help with a project that was dueto begin in four months. The colleague agreed more quickly than expected,so there was a bit of surprise in Mary Lynn’s voice when she conveyed herthanks. “No need to be surprised,” her colleague replied, “the main thing thatpersuaded me is that I don’t have to do it now.”Where to Go NextThe patterns in this chapter will help you keep others informed about theidea and request help, but won’t necessarily persuade them to jump on board.Building persistent PR with a solid elevator pitch and town hall meetings atstrategic times is only a start. Your go-to people, and others whom you aretrying to convince, need to be emotionally tied to the idea before they willaccept it. The next chapter has some patterns to help you achieve this end.

This page intentionally left blank

This page intentionally left blank

IndexNumbersAppreciation. See Sincere AppreciationpatternApprenticeship learning. See MentorpatternAsch, Solomon, 142Ashbacher, Charles, 4Ask for Help patternDedicated Champion using, 145enterprise architecture using, 32examples of, 109, 111guide to, 109–111insights into, 111–112inspiring colleagues via, 23Involve Everyone using, 191quick guide to, 281Avery, Christopher, 2711-Click button, amazon.com, 54“5 Misconceptions in ElementaryMathematics,” 92100,000 Lives campaign, 106, 175–1762008 presidential election, 176AAccentuate the Positive patternenterprise architecture using, 33examples of, 42, 45–46guide to, 42–45Imagine That using, 23inspiring others with, 22–23quick guide to, 281Action, with Concrete Action Plan, 49Agile software development, 15, 278Agile Software Development (Cockburn),216Alexander, Christopher, 4Amazon.com, 1-Click button, 54Andrews, Markita, 109ANZ Bank, 271BBaby Steps patternbuilding reflection into, 266community initiative using, 36Concrete Action Plan using, 49Easier Path using, 53297

298umore fearless changeBaby Steps pattern, continuedenterprise architecture using, 32, 34Evolving Vision using, 67examples of, 113, 117guide to, 113–116insights into, 116–117quick guide to, 281Bell Labs Technical Journal, 253Bergin, Joe, 216–217Big Jolt patterncommunity initiative using, 37examples of, 118, 120Go-To Person for, 75–76guide to, 118–120insights into, 120quick guide to, 282Sustained Momentum using, 256Test the Waters using, 263using Location, Location, Location, 206using Royal Audience, 232–234Bike riding example, 68Blockbuster Inc., 267Blunders, 116–117Bock, David, 4BooksPlant the Seeds using, 226–228Study Group with colleagues using, 253Brainpatterns linked to activity of, 9role of emotion in decision making, 61statistical learning and, 10Brainstorming pattern, 213Bridge Builder patternbuilding relationships/enlistingothers, 23community initiative using, 37early adopter role of, 154Emotional Connection using, 63examples of, 121, 123guide to, 121–123insights into, 123quick guide to, 282targeting resistance using, 28Brilliant Blunders (Livio), 116–117Brown Bag patterne-Forum supplementing, 151Evangelist using, 160examples of, 124–126guide to, 124–126Innovator using, 187insights into, 126quick guide to, 282Sustained Momentum using, 256Test the Waters using, 263using Location, Location, Location, 206Built to Last (Collins & Porras), 264Business needs, tailoring message to, 260CCampaign, marketing, 7–8Capability Maturity Model (CMM),165, 199Cardboard Consultant pattern, 236Carnegie, Dale, 6Champion Skeptic patterncommunity initiative using, 37for connectors with thumbs-downattitude, 134examples of, 127, 129–131guide to, 127–129insights into, 129–131inspiring colleagues via, 23not useful on everyone, 25–26for strong opinion leaders, 169quick guide to, 282targeting resistance with, 28using Trial Run for, 273Champions. See Dedicated ChampionpatternCharles Schwab Corporation, 278CMM (Capability Maturity Model), 165,199Cockburn, Alistair, 216Cognitive scienceBaby Steps and, 116Easy Path and, 52–53feedback from outside sources, 267–268

indexKnow Yourself and, 83overview of, 9performing objective self-evaluation, 14Colleagues, Study Group, 252–254, 286Commitment to new ideaBaby Steps based on, 116convincing early majority, 156–158evangelists developing, 163Communal Eating pattern, 147–148Community initiative, leading change for,35–38Concrete Action Plan patterndefining goals, 15examples of, 47, 50guide to, 47–50quick guide to, 282using Go-To Person, 74Confirmation biasChampion Skeptic countering, 130–131confirming current belief, 130detecting patterns where none exist, 10Conflict resolution, using Fear Less, 171Connector patternexamples of, 132, 134guide to, 132–134insights into, 135quick guide to, 282ConnectorsBridge Builders as, 122Champion Skeptics as, 127–129Rosa Parks example, 9–10Conquest of Mind (Easwaran), 82Consistency, Baby Steps based on, 116Constructive language, debunking mythwith, 91Continental Airlines, 271Coplien, Jim, 210Corporate Angel patternDedicated Champion using, 144Do Food using, 147Early Adopter using, 151e-Forum using, 151Evangelist using, 161examples of, 136, 138u299guide to, 136–138quick guide to, 282Corporation for Olympic Development(CODA), 123Corridor Politics patternexamples of, 139, 141–143guide to, 139–142Guru Review using, 182insights into, 142–143quick guide to, 282targeting resistance using, 28Wake-up Call using, 104Creativity, fostering with hope vs. fear, 43Credentials, potential mentor, 209CredibilityEvangelists earning, 161increasing with Big Jolt, 118–119increasing with Elevator Pitch, 59increasing with External Validation,164–166as liability of Accentuate the Positive, 45as liability of Pick Your Battles, 94DDances with Wolves movie, 266Dayley, Alan, 130–131Decision makingBridge Builder approach to, 122Champion Skeptic approach to, 128Corporate Angel and high-level,136–138Corridor Politics for key, 139–143emotional component of, 61–62External Validation helping, 164–166Dedicated Champion patternenterprise architecture with, 32examples of, 144, 146guide to, 144–146quick guide to, 282using Hometown Story, 183–185Dellnitz, Julia, 4Devil’s inquisitor, champion skeptic as,129

300umore fearless changeDisabled American Veteransorganization, 227Discouragement. See Shoulder to CryOn patternDisney, Walt, 162Display informationPersistent PR using. See PersistentPR patternPlant the Seeds using, 226–228Diverse Groups pattern, 191Do Food patternBrown Bag as, 124–126community initiative using, 36–37examples of, 147, 149guide to, 147–149Guru Review using, 181insights into, 149quick guide to, 282targeting resistance using, 31using Location, Location, Locationfor, 206Dreams, expressing, 62Drive (Pink), 43“Dwelling,” in goal setting by pessimists, 48EEAP (Enterprise architecture program),31–34Early Adopter patternbecoming Bridge Builders, 122, 154as connectors, 133examples of, 156, 158External Validation using, 165as Go-To People, 18guide to, 153–155quick guide to, 283Early Majority patternexamples of, 156, 158guide to, 156–158quick guide to, 283Easier Path patternexamples of, 51, 54Fear Less using, 171guide to, 51–54quick guide to, 283targeting resistance using, 27Eating. See Foode-Forum patternexamples of, 150–152guide to, 150–152insights into, 152quick guide to, 282The Electronic Community of Teachers,237Elevator Pitch patternAccentuate the Positive using, 44community initiative using, 35examples of, 55, 59guide to, 55–59opening conversation with, 18quick guide to, 283Whisper in the General’s Ear using, 277Email address, Group Identity using,174Emery, Dale, 172Emotional Connection patternAccentuate the Positive using, 44–45creating emotional connection first, 7enterprise architecture using, 33examples of, 60, 64–65guide to, 60–63Imagine That using, 78–79inspiration through, 22Myth Buster using, 92quick guide to, 283Wake-up Call using, 103Emotional connectionsas heart of change, 5, 61–62inspiring others, 21–23targeting resistance, 25–28Enterprise architecture program (EAP),31–34Environment, in Easier Path, 51–54Ergonomics, in Easier Path, 51–54Evangelist patternbuilding relationships/enlistingothers, 23encouraging people to change, 4examples of, 9–10, 159, 161–162

indexguide to, 159–162insights into, 162–163Know Yourself as part of, 13, 82–84quick guide to, 283Rosa Parks example, 9–10Shoulder to Cry On using, 235–237Eventsholding offsite, 204–207timing scheduled, 229–231Evolving Vision patterndetermining goals, 14–15examples of, 66, 68guide to, 66–68quick guide to, 283Experimentation, using Trial Run,272–274, 287External pattern references, 279–280External Validation patterncommunity initiative using, 36Easier Path using, 53examples of, 164, 166guide to, 164–166improving personal leadership skills, 8insights into, 166Plant the Seeds using, 227quick guide to, 283Stay in Touch using, 250Sustained Momentum using, 256Tailor Made using, 260FFailureto address fear in yourself and others,168asking for help to prevent, 109–112essential to progress, 116–117identifying accomplishments in,266–267inevitability of, 5involving everyone to prevent, 190just doing it, not worrying about,194keeping momentum going even in,257u301learning from, 14–15, 53, 185as lessons in trial runs, 273management backup preventing, 202necessity to cope with, 94preventing by offering food, 149of unrealistic vision, 163successful, 268taking baby steps to prevent, 114as wake-up call for change, 102–105Fear Less patterncommunity initiative using, 37Corridor Politics using, 140examples of, 167, 170, 172guide to, 167–170insights into, 171–172inspiring colleagues via, 23Involve Everyone using, 192Myth Buster using, 92quick guide to, 283Town Hall Meeting using, 99using resistance to advantage, 25, 28using Trial Run for, 273Fear tacticsfostering hope with Accentuate thePositive, 44–46motivating others with hope vs.,42–44Fearless Changeinsights into since publishing, 6–11original patterns in. See Patterns,originalsatisfied users of, 3–4Fearless Journey Game, 10Febreze, 68Feedbackeliciting at The Right Time, 230learning via, 6Town Hall Meetings for. See TownHall Meeting patternFeelings (heart)in change effort, 5in Emotional Connection. SeeEmotional Connection patternin Personal Touch. See Personal Touchpattern

302umore fearless changeThe First 90 Days, (Watkins), 83Flexible Development (Smith), 4FoodBrown Bag and, 124–126Do Food and. See Do Food patternGuru Review and, 181role in emotions, 147–148with Royal Audience speakers, 232–234using Location, Location, Location for,206Freshley, Craig, 14Future Commitment patternenterprise architecture using, 34examples of, 69, 71–72Go-To Person using, 75guide to, 69–71quick guide to, 283seeking help using, 19GGage, Phineas, 61Gandhi, 14Gang-of-Four book, 228Gatekeepers of idea, innovators as,156–157, 187Global warming, fear-based vs. solutionbased messages, 46GoalsBaby Steps toward. See Baby Stepspatternboosting morale. See Low-HangingFruit patternConcrete Action Plan defining, 15,47–50enterprise architecture, 32–34Evolving Vision for setting, 13–14,66–68Future Commitment achieving, 69–72Low-Hanging Fruit simplifying, 16small wins towards, 15strategies for setting, 48website for committing to, 72Godin, Seth, 116The Goldilocks Effect, Just Enough as,199Gollwitzer, Peter, 48Good

your odds that the change you want can make it all the way from bright idea, through fruition, to “the way it is.” More Fearless Change is not a recipe book for change. Rising and Manns are far too experienced in these matters to oversimplify the situation. It is a book of patter