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Hearts & Minds: Change Mindset Series 3 of 4

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There is a lot written about change leadership as a quest to inspire hearts and minds (not the least of which is that by John Kotter, http://theheartofchange.com.  Still, at the end of the day, change is often still pursued in the plodding and plotting mechanical way we manage any other work (thanks to slavish commitment to “change management process”).  As a result, the pursuit of hearts and minds takes a back seat in the process.  Even the most committed hunters of hearts and minds admit that in reality, they spend very little time in this pursuit relative to all other activity.  In pareto-speak, change leaders often allocate 20% (or less) of their time to activity that drives 80% of change success…OUCH!

In this series, I am sharing the success I’ve had with getting others to take a “sideways” look at Organization Change Management (OCM) elements—and showing how to shape a true “Change Mindset” in the process. 

So…here is a sideways look at OCM and winning hearts and minds.  It is a powerful way to drive adoption of a more positive mindset and move the winning of hearts and minds to the forefront.

Take a hard look at guidance from any popular Change Management Process.  At the end of the day, it deploys the same assumptions and techniques as other classic management approaches.  It is, when all is said and done, just another (albeit more diligent and contemporary) game of control.

  __The focus on charters, roles, and rules of engagement are about creating an infrastructure.  This infrastructure, like any, allocates power and defines boundaries.

  __Competing for Power stokes fear of loss and a reaction we recognize as resistance to change.

  __All of this definition and boundary setting serves to actually LIMIT inspiration and innovation—not spur them.

By contrast, a Change Leader’s efforts to engage hearts and minds (e.g., via sincere listening, open-ended dialogue, asking rather than telling, and facilitating exploration rather than defining boundaries) is about building positive energy—not directing it, per se, or containing it.  This is a simple game, really (not an antagonistic one defined by a “zero-sum” proposition with winners and losers). 

   __The more energy you create, the more engaging the work becomes and the more quickly and deeply change occurs.

  __This approach is consistent with the motivational principles outlined in Daniel Pink’s hyper-popular book, “Drive”  http://www.danpink.com/drive.  

  __In contrast to the intimidation that is spurred by efforts to set limits and controls, efforts to build and attract energy are received positively (and often reciprocated).

Certainly, there is a balance to achieve (I am not saying using OCM or sound project management has no place…).  It comes down to making leadership a primary focus.

The power here lies in re-thinking the game.  Reframing Change Leadership in terms of building and converting energy repositions the winning of hearts and minds:

  __From a secondary to a primary focus;

  __As pursuit of upside that is boundless/unlimited; and

  __A positive way to engage others rather than antagonistic posturing and spurring fears about loss of control (via granting power to others).

Hearts and Minds first…Infrastructure and Control second!

Or,

Lead…then manage.

Share your comments below and please tell us how you drive an effective balance of leadership and management in the process of change.