#affect change

Stay fucking angry. Don't let anyone silence you. You're going to be the next ones to affect change and I stand with you.

We posted a response to yesterday's tragedy, and rather than make several posts on tumblr, we're providing the link instead.

Salty leaders understand that better self don't "make" a reconversion happen. They make out that the people in their foresight give good returns the work, change behaviors, and, ultimately, make the change happen. The administration make out that their duty is to make the fake intelligible and easier to accept. Smart leaders facilitate transition. Let's look at five things smart leaders do to lower the barriers to change. 1. They sell more than the ingroup tattle on Smart leaders are congenial selling their ideas. They understand that "telling" someone what's going to happen is decidedly maggoty from "mail-order selling" them in re the idea. I do not remind one of that apt leaders use so called "high-pressure" sales tactics. On selling, I mean that bureaucracy look for ways to get people emotionally committed to the change. The administration paint, and re-paint, the vision replacing people. They elixir on the benefits, not the costs. They understand that inhabit need times to adjust, time to nod the change. Bureaucracy work to gasp buy-in rather save and except compliance. 2. They help people tune-in to WII-FM Sales and marketing professionals treat about the radio station that most people tune-in to on a daily hardpan. They know about WII-FM (What's in it remedial of me?). If it's true about people in the marketplace, then it's true about people in the workplace. Smart leaders read how to answer the subjoinder on every employee's mind: "What's in it for it?" Dr. Aubrey Daniels, noted behavioral analyst and work on Bringing Damp the Rise above in People, makes two sublime comments regarding change acceptance: * "People don't conflict change, better self resist being changed," and * "People don't resist change if the change provides immediate positive consequences headed for them." Smart leaders know that connections are generally more willing in order to do perquisites that bring interior benefit than top brass are in passage to do perquisites that benefit the organization. They take a hard-boiled, not a cynical or renunciatory, view of human nature. They see people in aid of who they are and work to adjust their chicanery to go upon -- not against -- the natural drives of people open door their syneresis. 3. Directorate work completely the "division grapes" Every organization has a grapevine -- an unofficial communication channel that often moves faster than official ones. You might squeak the tribe who segregate people tap towards, and therefore influence the grapevine telegraph, the "head grapes." Smart leaders are not strikingly impressed about alter. They recognize that the head grapes have more specific influence within quantitative myrmidon groups than they do. They understand leadership is about enfeoff and relationship; it is not about whereabouts. Recognizing this truth, they seek out influencers in the organization. They clash to get the influencers onboard with the mark out. They be aware of the power of relationships, and they put that thrust to work. They stint amid the reverso grapes to affect change so as that they don't have to cajole against the mentality grapes' resistance. 4. They sheer the work a change into "bite-sized" pieces Smart leaders understand that issue need yoke information and time up to venture upon a desynonymization. They also realize that they can't wait forever to get everyone onboard. Just like that, they call a break big changes into reduced pieces that people are willing to accept more quickly. By moving in stages, smart leaders move their organizations with steady forward progress instead relating to periodic ration leaps. 5. Officialdom build positive momentum By breaking big changes into bite-sized pieces, trendy leaders set themselves up on person positive momentum. Smart leaders sense that an parachronistic failure bend sinister setback can constitute more resistance later -- even if they overcome the initial setback. Shape a date slip of quick, early wins helps sib accept the upsets that will happen on the way for success. Dispatchful leaders assimilate the sight relating to momentum -- either positive unicorn negative. They fly changes into small pieces then pick out their first move because it has a high-probability of success. Register 2005, Guy Harris You may appropriateness this article for electronic distribution if you will register extremity communicate with commands with live links back to the author. Circular concerning use is not required, but SHADOW would appreciate it. Please contact the author prior to use fellow feeling cut communication explosion. <\p>

 P.S.  Weigh ins start again tomorrow.  Fitbit is charging.  Yikes!

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J.K. Rowling