Exercise: take a piece of paper and put names next to each category. Use your organization or an organization you know well. This is personal, so don’t worry about the Data Protection. This is your Leadership Protection Act in operation. If you don’t know names, or you have very, very few, you are in trouble. It means you are looking at the organization from several hundred feet high from where a forest is a forest and you can’t see anything other than lots of trees. The list below is seriously biased towards the negative. I know.
- Deviants (positive). Do things differently, have another playbook and succeed
- GPAs (General Pain in the Back Side; acronym non PC)
- Contrarians, because they can
- Seems to see things through glasses nobody else has
- Sceptical for all seasons
- Glass always half empty people
- Hyper-connected. Good or bad, they spread behaviours, role model at a scale, set mountains on fire and multiply anything they get their hands on
- Hyper-trusted. Multiple reasons, it does not matter which ones
- ‘Change Agents’
- Cynical by default
- Glass always half full people
- Activists, they do act, really
- Volunteers, including chronic volunteers
- I told you so people
- Barriers/walls makers
- Ambassadors (of good things, but ambassadors)
- Noise amplifiers
- ‘Yes But’ to all
- Making-it-happen first, then we talk
- Noise buffers, decrease the corporate decibels
- What is in it for me people
- Bodies, no mind, no soul attached
- Reliable, trusted, delivers, wow!
- Saviours (unsolicited)
- Saviours solicited
- The usual suspects who do 80% of the work
- Only One Agenda People (and it’s mine)
- Can count on them any time
- Being there, done that people
- Will never be trusted/should never be trusted
More on Monday….
Continue the conversation….
Our Feed Forward Webinar Series is now available to watch, on demand.
Watch our webinar on The Myths of Change
Traditional management and a great deal of academic thinking is responsible for the colossal failure of ‘change programmes’.
To change to ‘the new normal’ we must think and act differently in the management of our organizations, particularly in the areas of change and transformation. We must abandon change as something imposed in favour of people becoming true agents. Organizations that have mastered this have been in ‘the new normal’ for a while!
What attendees said:
‘Thank you for the opportunity to participate in this fantastic webinar. Both the depth of the discussion between Leandro and Carlos and the very intensive exchange in the chat inspired me.’
‘It was a great pleasure to participate in today’s webinar…. If you would have been sitting next to me, you would have seen a lot of ‘head nodding’ and heard a couple of loud ‘yes’es’ from the bottom of my heart.’