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Click to edit Master title style. Culture Change: What are you Afraid of? Kara Minotti Becker Regional Agile Delivery Lead The Eliassen Group. The Holy Grail of Agile Transformation. Principle-driven. Values. Principles. Value-driven. Purpose-focused. Norms. Mindset.
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Click to edit Master title style Culture Change: What are you Afraid of? Kara Minotti BeckerRegional Agile Delivery Lead The Eliassen Group
Principle-driven Values Principles Value-driven Purpose-focused Norms Mindset
Change your mindset! • Hurry up! • Do it now! • Ready? Go!
How do you practice • An idea? • A value? • A WAY of BEING? • A MINDSET?
Think like a zucchini! Hurry up! Do it!
It’s not be. • It’s not think. • It’s not feel. • It’s not value.
The problem is that when you tell people to change their behavior… • THEY DON’T.
Let’s say I walk into a room with a competent, intelligent person. • Someone who relies, every day, on feeling qualified, good, useful, valuable, successful. • Someone just like you.
But you feel • QualifiedGood • Useful • Valuable • Successful • You have a job. You’re good at it. • You know you’re good at it because you still have a job.
Why would you change? • Because I say so? Because I know more than you?
HAHAHAHAHAHA! • Seriously.
Qualified, good, useful, valuable, successful. • That’s a lot to lose.
So we can’t make people think different. • And we can’t make them act different. • Now what?
What you can do is help them find and practice a new behavior.
You can help them discover some ways to act more like a zucchini.
The secret to getting people to change is to • STOP • trying to get them to change.
What you really need to know: • What is the fear?
Then, you can identify the outcome that addresses that fear. • You’re not after a behavior. • You’re after an OUTCOME.
Oddly enough, it’s not the other person’s fear you need to know about. • It’s YOURS. • (Or your teams)
If you want to understand how to help bring about new behaviors… • Look at yourself (or your team) first. • Find the fear.
1 min • Think of something you really want someone else to do, or stop doing. • REALLY REALLY REALLY. • Could be work, doesn’t have to be. • You think they NEED to do it. Oh my gosh. It’s vital. • But they won’t. They’re not. • RRRRGH!
3 min • What happens TO ME if they don’t do this thing I want them to do, or they keep doing what they are? • Use: Why? What happens then? What else? • Keep asking yourself what happens TO ME until you hear emotional words. Stop when you feel like you’ve heard something about who you are. • It might be something vulnerable. Something you wouldn’t want to say out loud.
That’s what you’re afraid of. • Write it down. • (Don’t worry. No one’s going to see.)
Now. • What’s the real OUTCOME you’re after? • What’s do you really need? • Remember my example. • Hint: It’s probably not activity, like I want you to stop controlling meetings. It’s probably a feeling, like I want to feel like you’re listening to me.
3 min • Make an outcome out of the fear you’ve discovered.
Outcomes = Options • Remember our example? • What are the options? • What other behaviors or changes could get me the same outcome?
3 min • Now, write a list of actions that could lead to the outcome. • Is the original thing you wanted, the behavior that started this whole inquiry, still on the list? • Are there other options now?
You make yourself vulnerable by revealing the outcome you need. • You ask for help with that outcome. • “What can we do, individually or together, to get that outcome?”
Try it again. • Practice, practice!
1 min • Get a new card. • Write down something you REALLY want someone else to do… or stop doing. • Something you consider culture-related. • Work-related. • Team-related. • Examples?
3 min • Now ask yourself: • What will happen to your team? • What then? • What else? • When you’ve heard something that sounds like “they’ll feel…” • …you’re on the right track!
That’s what you’re afraid of for your team. • Write it down.
Now. • What’s the real OUTCOME you’re after? • What’s the result? • Remember: It’s probably not an activity, like I want you to stop micro-managing. It’s probably a feeling, like I want the team to feel like they are getting to make decisions.