Agile meridians, agile shorts. What we're gonna do, and we're gonna change things up a little bit, we're gonna go through, and we're gonna spend the next 09:10 sessions, talking about disruption and innovation, not only disruption from the company standpoint or the business standpoint, but it's the personal as well. And it's important that we talk about that. Right? Because in our you know, there's been a lot of conversations over the last, couple months about chat, GPT, right, and how it's gonna change the world, and it's gonna be dynamic. It's gonna do change the way we do thesises, you know, when we're doing our college papers and those kind of things. So, but, you know, everybody acts like that's brand new, but change has been happening going all the way back from the time of the wheel. Right? The wheel was 1 of the first probably or fire. Right? It's 1 of those it's 1 of those innovations that people kinda happen and then people go, okay. Now how can we use this? So that's what we're gonna talk about. And, we're gonna like I said, we're gonna spend the next 09:10 sessions talking about that. So with that, let's go ahead and Mike, you wanna kick us off? Sure. Sure. So today's session, we're gonna talk about changing people. So, there's a we've taken some excerpts out of a out of a session that we do a work session that we do with folks called let's move some cheese. Right? So, it's actually a really fun way. It's a fun session. To talk about change in humans and how humans react differently even to the same change. And how different changes happen. And we've broken it down into 3 parts. We talk about why people resist change, which is it's important to know the the basics behind it. Talk about seeing the signs. How how do you recognize when someone is is is okay with change? They're dealing well with it or where they're struggling. And then the last thing is like what are some tips? It's it's not a it's not an extensive, all inclusive situation, but what are some ways that you could help some folks? To lower the anxiety and help them mitigate and work through change and maybe even excel through change and become better at dealing with change. So we're gonna talk about that really light condensed version and I wanna, pull our partners here and talk about that as we go through. But we're first gonna talk about why people resist change. So let's go ahead and discuss some of those reasons why. So, actually, I don't know if I'm sure some of you here recognize the, the, item there on the left hand side I lovingly had 1 of these when I was in my younger professional career as well. 120, you had 1. I say, how many of you guys had 1 of these? Right? A little blackberry? Right? Exactly. Yeah. So it was in That was the cover the device to have back in the day. If you were a business, it was what you wanted. Right? You were you were on the cutting edge if you had 1 of these. Right? And the more buttons are better. Yeah. And it was great. It was like a real keyboard on a phone and screen. Everything was fantastic. But we use this kind of as an example, to go through. And let's talk about some of the reasons that people actually resist change. So go ahead and, we'll move this forward. So familiarity is 1 of the things. Right? And you can go ahead and list all of these out. You can put them down if you want, Kumar. So familiarity is a is a is a key element. People like to stay with what they're familiar with, right? They're comfortable. They've gotten proficient at it. It's nice and easy. I'm a person who loves familiarity because I love simplicity and and I and I love predictability and familiarity has both of those elements in it. Right? We look at, you know, the cost, the time, the money, the effort to make a change, that it takes to institute to change. Some people resist change from planning it because they don't want to incur all that other people in doing it because they don't want to incur these things. The anxiety and the stress from change. Those are things. Again, the difference you have to go through, learn something new. There's a lot of unknowns. All these different things you have to deal with. It there's psychological safety comes into play with this. Is there's there's a lot of, psychological safety and something you know. And when there's newness happening or different things happening, that psychological safety gets disrupted. It gets changed. It gets moved. It may be in jeopardy or may not be there at all. When you move to change depending on how severe the changes are. The give up versus gaining, this is something that's wired into our brains as as humans where we have to we are if you think about what is it that we're giving up when we're losing this versus the game and that's why the blackberry is here. When you think about the blackberry, What what partners? What do you think? What was 1 of the main reasons why people would hang on to a blackberry? When people came out and other phones came out and all this other stuff, why is it that people are still using them today? Believe it or not. They're still using them today. Why would they I think it's what you said, you know, the the number 1 thing familiarity is that they're familiar with the buttons. They like the buttons. They like the tactile of using a button and can't figure out how to use this flat 1 dimensional screen to type anything. Yeah. The the the the the the platform, the the form factor of it. It's kinda little bigger. Right? So you can hold it in your hands. You could type with your thumbs. It was really fast, the tactile, nature of of the keyboard itself, huge reason why some of the people still stay with it. I I it's perfect example. It's my mom. You know, she recently we got her a, 1 of those Apple watches. And it's because she's older and, you know, the Apple watch has some nice features for for folks that might fall or get into an accident or something, and it alerts people automatically. And she resisted for so long, you know, because I think it's It's, not familiar with a device like that. The cost really wasn't an issue because she wasn't buying it. We were. But but then the stress of having to learn something new with a little screen, how will I use it and certainly, you know, a lack of psychological safety with these devices. I might break it. You know, I might not know how to use it. So Yeah. Yeah. Those Apple devices are really elegant, right? There's no buttons. It's it's very smooth. It's kinda sleek and modern looking. But in the same way, that can be very intimidating because do I do? There's no way to there's no intuitive way to work with this. I kind of have to learn how to how to work with it. So yeah and it's funny because the Apple the the iPhone does a whole lot more than the Blackberry does, right? A lot more. But just that 1 feature may actually because that that's what they use That's what they're thinking about, what they're losing, not what they're gaining with that new device, right, that all the other things they could do. So it is it is good to find that cultural aspect too. Right? Because, everyone in the company would have a blackberry. And it was more, it was a status symbol to to be seen with your role model. Right? It was more cool to to have 1 because you made it to the place where you handed down a blackberry from your company, and not everyone had it. Maybe just the senior people had it. And it was a cultural thing of being cool and, yeah, excellent. Yeah. Absolutely. Go ahead. Sorry, Mike. From a corporate standpoint, right, there was a lot of resistance against the iPhone when it came out, for example, by the security folks at organizations. They said, oh, this iPhone, it's not secure. Right? It's not it's not gonna keep our data. We can't necessarily 1 of the nice things about the blackberry was you could wipe it out. Right? I mean, they could they could wipe it out from, you know, corporate headquarters. I know I had 1 that I left in a cab in Thailand, and they were able to they were able to zap, you know, as soon as I figured it out, I called back home and they were able to wipe it out. Right? And those corporate folks didn't want to have to worry about multiple devices. It's only when people you know, when when people started moving forward personally in buying those and having both the blackberry and the the iPhone, that really those corporate folks start opening that up from a security standpoint. Well, that's Yeah. Yeah. That's interesting. You think about the marketing and the 2 products. Right? Blackberry was marketed to the business person, to companies, to So it was a business tool that you used. And the iPhone necessarily wasn't marketed that 1, but people wanted it when they figured out all those things they could do. They wanted to use in their business. I remember that big conflict they had with people wanted to bring their own, it's a BYOD movement, right, bringing your own device in and stuff. So yeah, there's a lot of this and then there's history, right? There's history around these things You have a history with the product or service. You have history. It's a that ties tightly into the culture aspect. So that so these are some of the reasons why people resist change. Right? So so let's move forward a little bit. There's 1 other slide I wanna show on this and go ahead and you can put the other bubbles up. So we talk about this a lot. The 4 of us use this a a whole lot with a lot of people. This idea. Even even with even with ourselves. Oh, yeah. Even with ourselves, we actually were talking about, I mean, we had run the damn we run the sort of the spectrum here, the 4 of us. And, it's really interesting. Yeah. We were talking about this last week. We for folks on the, on on the on the session today. We were all together in Miami last week. And, it was great. We had some great time together, but we talked a little we even referred to this a little bit. Like, of us are in different places with different types of change, right, because we're different different personalities, different personas. But the same change, for example, let's take that blackberry. There are different people, their different personas, involving now Rogers Innovation adoption curve is really about, product being introduced, about new products being introduced in the marketplace, but we use it a lot in our space because it also has to do with adopting change. It's really around anything with change And then we put, the 5 social business personas, they fit right over top, which is a really nice way to put this together. You look at any organization any body of groups of people, and you're gonna have some kind of a bell curve distribution around these these types of percentages, people argue the percentages, but they're pretty close to the averages around the way people think about change. If you wanna think about it in a broader term, we'll use that. We'll use the iPhone, for example. You think about the innovators, those that 2 and a half percent, they join when it's new. Those are the folks camping out in front of the store. They're sitting there. 2 days beforehand in the snow and the middle of Seattle waiting waiting for it, right, waiting for this to happen. Right? The and and they have their phone works fine. There's nothing wrong with your phone. They want it because it's coming. In fact, they might even want it not even knowing all the things. They probably know everything about it. So in your new stuff. Right? You got the second group, those early adopters. And those are folks that they they join when they perceive it's a benefit. Right? So a lot of times it could be the people like, hey, maybe it's not camping out the week the day before, but, when they look at it and say, you know what? In in a couple of weeks when all this stuff kind of kind of worked its way out and and the the frenzys over and stuff. And and all they worked out the bugs on the the new operating I think I'm gonna go ahead and I'm gonna get this. Right? They don't necessarily think their their phone is still working. But they they see if they see a value or benefit. When you start getting into early majority and late majority, what you're seeing is a a larger part of the population, right? You're you're looking at nearly 70 percent of an organization in this middle. You're and they're they're gonna have more needs. As you move from from the left side of the curve to the right, there's more needs that need to be met for the individuals in those groups. In order for them to move towards the change, to move towards the new thing. Right? So in the case of the iPhone, join when it's when this real productivity Hey, when I looked at all the features, is there enough new features in this thing that I can actually sun down my phone? Yeah. It makes a lot of sense. It it could also be that, hey, I wanna my phone's not working that well anymore. I'll I'll do the upgrade. That's a that's a that's a real approach productivity game because my old phone's not working well anymore. So something like that. You look at like the late majority. Those folks are gonna say I wanna make sure the warranty's there. I wanna make sure there's other things I got protection. I wanna make sure there's a lot of help around this thing because when the new features come out, I wanna be able to have a nice help system. It helps me get supported. And then the folks in the last category that, Roger's curve calls it laggards These are really the folks that like the Blackberry. I'm sticking with the Blackberry. I like my Blackberry. I don't need a new phone. It doesn't have buttons blah blah blah. There's nothing that you're gonna do that convinces me until you shut the blackberry down for me to move off the blackberry. Right? So that's kind of what we're talking about in terms of the the different needs of a population, even around 1 change. That can change the way that they act, react, and interact with that change itself and with each other. We see that in organizations all the time. And this really relates back heavily to the concept of disruption in the next 2 sessions. We're gonna talk about personal disruption. But it really relates back to that very, very much in a core sense because this is gonna change. You're gonna look at a population of a group. They're gonna change and move towards disruptive nature, disruptive activities in different ways. And it's a completely natural thing that happens in any organization of any size. Any thoughts on this guys before we move to the next part? I do. I have a I have a a story about laggards. So real quick, to get, you know, Mike said there's nothing you can do around to get somebody to move from a blackberry to a an iPhone. Right? And that was the example he gave. My example of a laggard is my father, much like Kumar. Right? My dad just about a year ago got a new smart He had a flip phone. The old style flip phone that came out in 2004. I love those because they lasted a whole week. Yeah. He's had a whole week. Well, he has still has he still had 1 of those. And I was trying to convince him to move into the, you know, smartphone phase. And he said, I said, you can put all your contacts in there. And then you don't have to worry about remember numbers in my room. He goes, My dad's a diesel mechanic, kind of a burly guy and he goes, bye god. I don't have to worry about the contacts. He reaches out, pulls his wallet, opens up this laminated sheet that Ron Mckedadium that had everybody's names and phone numbers. This is my contact list. And he finally moved. Right? He finally got it. It took him it it took us, you know, it took us 10 years to get him there, but You know, those are the kind of people that they just to to reinforce what Michael said. They just don't see the value of moving. Right? They've got it. They're comfortable. I don't get it. I don't think I don't think it's worth me spending the money to go do that. Alright? Yep. I just wanna add on 1 more thing. I mean, it is entirely possible. In in the course of life, people move from right to left because I'm I'm a very good example of that. And I'm guessing I'm guessing that people will move from left to right of this project curve as well. But more often than not, people move from right left. I had a very risk averse childhood so to speak upbringing. And as I got older, which this might be very, atypical as I grew older. III have kind of move towards the left in many ways. I'm still not, maybe an innovator or a or an early adopter. But I'm definitely an early majority at this point. And uh-uh I early adopter in some cases. Right? Not always. Maybe in terms of like, phones or, something like that, I might be an early adopter. But, if I had to buy a new car and probably an early majority. I want the technology to be proved out before I buy 1. So the people move along the spectrum is is what I wanted to say. Yeah. I also did. Last week in, Miami, we're actually had good example of this. It came up in conversation on that solar powered car, the up tariff. And I'm like, I'm in line. I'm buying it as soon as it comes out. Right. I mean, maybe not as soon as it comes out. When is once it goes in production, then I know that it's viable. We can order in before it's even Right? Yeah. Yeah. Yeah. Right. So I'm like in a innovator, like, just on the line between innovator and early adopter and and you guys are somewhere to the right of that. I don't know how far I don't think any of you are laggards. I think you're all sort of, hey, this Sounds good. It might work. Maybe. Yeah. Yep. It was interesting how we all fell on this curve. Yeah. And you will fall into different spots. You could fall into different spots on different subjects. Right? That's right. If it's something, if it was skydiving on me, I'd be a laggard. Absolutely. Because I'm I'm afraid of heights. But if it has to do with something that makes my life simpler, I'm an innovator. I'm way to the left because I love simplicity. Right? It's it's my it's my Nirvana. So So it really context matters, rise. And people don't they are a persona on everything the same way. Contextually they will be in different spots on this. And part of what we're gonna talk about next is, how do you recognize that people are challenged with that? And then we're gonna go through that really quickly. And then I wanna talk briefly while we still have some time around how do you help someone make those movements forward? So seeing the signs This is where you're gonna say, oops. Let's go back. We went too far. That's okay. That's the animation and the powerpoints. Right? So, seeing the signs. So again, How how well are they participating? Do you see them engaging? Do you see them actively engaging or they'd be be grudgingly engaging? Yeah. They're being dragged into this. Right? How transparent are they? Are they talking? Are they interacting? Are they engaged? Are are they speaking about things? Are they being transparent about that? Are they kind of hold up, shelled up? Body language has a lot to do with this voice inflection has a lot to do with this. It's kind of the messaging that they're giving you around this. Right? How engaged are they in the works by themselves or are they being asked or kind of voluntold to engage into this? Right? How inquisitive are they? Are they asking a lot of questions? Do they seem excited? Are they using yeah, but versus yes and, right? Is it is it kinda like they have a lot of they have a lot of concerns or they have a lot they have a lot of reasons for not doing something or there's a lot of they're devils advocating a lot, right, in these things. If you see that constantly with no balance on the other side, they may be a little farther to the right. We're different because we hear this all the time as as coaches. Yeah. That might work in the IT industry, but over here in manufacturing or over here in health care or whatever we do. Right? There's always some uniqueness. Well, context and situationally, yes. That's true. But, however, over the long term, you know, we you can talk about that. Fail your worry. This is a cultural thing, a historical thing. This can help this can prevent you from moving from right to left. With you in a culture, you've you're worried about what happens if you fail. If there were the consequences from that are severe or you perceive them to be perceived severe. That will prevent you from moving from left to right. It will care from right to left. It will keep you on the right hand side. And and and you will be a late majority for most things because they have a lot of fears around around if things don't go well. That's part of what what that majority deals with. In in a certain subject matter. And all are nothing. Hey, if we can't go all the way in, this is the idea of not being incremental, or or iterative, in your thinking. Right? In in in in iterative improvement. If you're thinking that way, they're kind of bought in. They're they're moving forward. If they're kind of resisting it, then there's signs there that they're probably not ready for this. And you see the graph here, it says the CASM. It's the innovators in the early adopters that are kind of driving things. Nearly 20 percent somewhere between 15 and 20 percent of an org. Once you get that sustainable mass, things start moving, But it's it's the people on the other side, the right side of that, they're the ones that have a hard time. They're gonna move towards you if they get those fears and these things met. And and then we talked about the 5 social business personas. So those come in deep into play as well. But I wanna move to the last slide here real quick. Because we're getting late on time obviously, but I want to talk about how do you help some people through this, right? These are really kind of some good patterns and if you do them kind of in order, it's very helpful because it's going to help you move someone from the from the right over to the left quicker, right? Even if they exist there now, it's gonna help their transition go faster. So emptying some of the glass. We call it emptying the glass when you go in. If your glass is full of stuff, if you got all this history and this these bad feelings and these bad experiences, and and you're try we're trying to pour something new in there. You're trying to help someone learn something new. It's just gonna go over the side. It's not gonna stick. It's not gonna stick. So you need to give them some time to empty the glass. Get out some of that stuff. Kind of get it get it out of their system. So there's room in their glass to take something in new. There's a lot of benefits from this. It helps to build psychological safety and trust. But there's a whole lot, obviously, we go into this in more depth when we're working with someone, but, it's definitely a good thing. I actually have a video on this that we did specifically on emptying your glass. Oh, that's true. We had a, we had 1 that we did. That's right. We can go back. It's in our Yeah. Exactly. So generating some ahas for yourself first. As as a person who's helping facilitate someone kind of moving across that spectrum. Definitely spend some time to make sure you get some uh-huh and understand what's really going on. You're not gonna be able to help somebody get somewhere if you're not involved or kind of in their shoes. If you know where they're coming from. So get some uhhs for yourself as a facilitator to help somebody make that movement a lot more, a lot more seamlessly. Definitely building psychological safety as you do all of these things that you're that are listed here, you're gonna start to build that psychological safety with that person every single every single time you you make a step or you make a progress move towards this. You definitely wanna do some lean startup approaches, some lean thinking. I know we've done some other videos around that as well with when you start up in some lean thinking elements. You wanna leverage their strengths. That's part of getting a haas for yourself is understand what are their strengths? What where are they what are they good at right now? Get them so early wins. Make them feel good. Get get those strengths involved in moving, and it will help them make those transitions a lot easier. You want small wins early. You wanna iterate. You wanna get small little wins and get them feeling good about what's going on. Start reducing the fear of all the different things that they're worried about. If there's failure worry, if there's all or nothing thinking, right? This will help you with those 2 those 2 elements. Now you can start generating ahas for them. Now they've been through enough of the experience with you and there's enough trust in psychological safety. They'll start getting some ahas themselves and then you start to create from a push to a pull. Now you're starting to move into a pull system where now they're starting to pull themselves along. The whole time you wanna make sure you're building ownership in this, have them involved in it. Don't do it to them, do it with them, and have them come up and generate some a lot of their own path their own direction on this. Be the guardrails, be the guide, be the Sherpa, but allow them to help create some ownership as they move through this. It will give you a long way. So any thoughts on this guys as as we start to kinda wind down this session? Things that I have seen is to build that psychological safety, especially in in entrenched organizations where failure is not an option. Right? I mean, Daniel is looked at as a bad thing, which leaves little room for experimentation or or trying small things to get the rest of these things going. And that if we get past that and if you can work with the leadership, and senior people get past that psychological safety hurdle or barrier, that would be an immense achievement for the company. I think the first bullet there, right, emptying some of the glass. I think that can go, a little ways towards generating some psychological safety, just the conversations that you have with your with, you know, for yourself and with your team to, get people to to empty, make some space for conversation, discussion, collaboration should help, I would think. And then, of course, you follow that up. Yeah. That's the part that gets skipped the most often that I've seen that that people, in fact, some people have never been educated on the value of it. Don't even understand it's a thing, right, to do. There's an actual tactical things, exercises, things you can do with someone that will help them empty the glass. And I think it's part that gets skipped over too many times. And people wondered and say, well, I did it. I did everything I should do. Why are they getting it? Why isn't it resonating? It's like, There's no space, man. There's still a crazy mind. You gotta get them opened up a little bit. So Yeah. Good stuff. Sure. Oh, this 1. Lead from the sides, guardrails. We actually talked about it a little bit. Right? That idea of if you're gonna help build ownership, if you're leading from the side, if you're the guardrails, maybe you're sharpening a little bit at the beginning, but you should be doing less of it and then handing that over them as they go ensuring that they don't go off the off the cliff as they're moving. That makes sense. Start to accelerate. That that's a really good thing as well. So Now this is also seems like it's a very much a a coaching approach that, any leader should take when they're leading a change effort. Absolutely. So it's it's not about sort of charging headlong to or headfirst to some change that needs to be implemented. It's it's about the people anyway. It's about the humans. Make it first. And and going through these steps will make that change, more sticky, lasts longer, you know, just based on that last slide that you showed. Right? So getting people to move to the left takes time. Right? And you need a strong sort of a core of, of people that have that bind to this, that can own this, own the change, and then influence others along the way. It's absolutely perfect, Kumar, because the the humans are the most complex part of any change of any movement if you're making it. And it's the 1 that people spend the least amount of time on. At the same time. And that's the crazy. You see it mergers and acquisitions. You see it in individual changes. You see it when there's new innovations or disruption. In a in a market space because a new competitor disrupted it or something that people aren't paying attention to the people, as much as they should because it's the 1 that's gonna be the hardest and longest in most effort driven thing to do to make the change happen well and to make it sustainable. So I think you're you're right about that. So in in speaking of disruption and personal disruption, kinda starts with the people, but it starts with the individuals. And I would definitely say you're right. In terms of any corporate or leadership, You've got to bait these things in both at a strategic level and then there's tactical things you do for each 1 of them. But it all starts with personal disruption. Right? It all starts there. And Kumar, talk a little bit about that and kind of where where we're going with our next 2 sessions. Yeah. III think that the overview you provided, Mike, on change, broad change and how it impacts people sets us up for a really good next couple of sessions on what it means to, change as an individual. We're all going through a lot of change. Have been for a long time, and the change is only accelerating. Right, tools like chat g g GPT and other things gonna come along that's gonna make our our it might seem that it would make our jobs maybe less useful or less valuable. Make me, in some cases, make our jobs obsolete. Right? And so this idea, a notion of personal disruption, disruption might seem like a a negative word, but we're looking at using it as a as more of the positive side of it. That disruption like Chat GPT or whatever comes down the pipe, you know. Can lead to innovation at a personal level. Can lead to growth at a personal level. So we're gonna focus the next 2 sessions on on how you as an individual can, thrive in a in a time of change. Absolutely. That's great. Any closing thoughts, gentlemen? I'm good. I don't have any. This is a really good intro. We could spend a lot more time on just change itself, but we have 10 sessions that we're gonna be diving into these, these, the details of change and how it impacts people teams and organizations. So, hope hopefully you will join all 10 of these, live or at least be able to see them at some point. Fantastic. Thank you everybody for joining, and, thank you partners for having this conversation. Look forward to the following weeks. Yeah. Awesome. Thank you. Bye bye. Bye bye.
