Fearless Change

Changes affect us deep down. And changes in everyday working life can also end in chaos. And everyone knows that skeptic in the team who points out problems and grievances all the time. Mary Lynn gives talks and workshops in which she explains how leaders can not only announce changes but also implement them successfully without offending their employees. However, you can also apply these perspectives and techniques if you are not a manager.

“It’s not that people don’t like change, they don’t like the process of change” – Mary Lynn Manns

Mary Lynn Manns is an educator, author and speaker on the topic of change. She is co-author of the books “Fearless Change: Patterns for Introducing New Ideas” and “More Fearless Change: Strategies for Making Your Ideas Happen”. She is currently a professor at the University of North Carolina at Asheville. She has given numerous global presentations and workshops on change at conferences and in organizations such as Microsoft, Amazon, Procter & Gamble, Apple and Avon.

Highlights of this episode:

• They discussed how to implement new ideas in organizations and how to manage resistance to change
• Mary Lynn explained that it is not the change itself that people resist, but the process of change
• Change can challenge our sense of balance and identity
• Leaders should manage the emotional aspects of change, not just the technical side
• Skeptics can provide valuable feedback if their concerns are acknowledged
• Change leaders should create emotional connections and help people engage with the change
• Mary Lynn introduced the concept of ‘powerless leaders’ who can influence change without formal authority
• Strategies such as ‘Imagine this’ and ‘A shoulder to cry on’ can facilitate emotional engagement during change

Navigating through change: Overcoming resistance and embracing new ideas

Today I’m talking with Mary Lynn Manns about overcoming resistance to change so that new ideas can be implemented in organizations. She lays out strategies for dealing with skeptics, creating emotional connections and positive commitment to change.

The misunderstanding of change and resistance

In our conversation with Mary Lynn Manns, we covered the important topic of change within organizations, especially in software testing. Contrary to popular belief, it is not the change itself that people resist; it is the process of change that becomes overwhelming. Mary Lynn emphasized that personal choice plays a significant role in how change is perceived and accepted.

Understanding the emotional impact of change

Mary Lynn emphasized that change is an emotional journey and not just a cognitive one. Whether it is an identity shift within an organization or adapting to new roles after change, such as agile development, it affects individuals on a personal level. Leaders need to recognize and effectively manage this emotional dimension.

The fear factor and dealing with skeptics

Fear lies at the heart of resistance to change. It is essential that leaders address these fears and help their teams navigate them. As Mary Lynn notes, skeptics should not be viewed as adversaries, but as assets who can point out overlooked problems. Dealing constructively with skeptics can mitigate their resistance and put their feedback to positive use.

Personalizing change: Strategies for leaders

To lead successful change initiatives, it is essential to communicate the personal benefits and impact of the change to team members. Mary Lynn introduced practical strategies such as “Imagine it” that encourage individuals to visualize positive outcomes from the proposed changes, creating an emotional connection with the idea.

The concept of the “powerless leader”

Mary Lynn introduced a concept called “powerless leaders” - individuals without formal authority but with influential ideas for change. She explained that these leaders can inspire grassroots-level change that often has a more lasting impact than top-down directives.

Emotional connections and acknowledging losses

An often overlooked aspect of managing change is recognizing what team members may lose during the transition. By creating space for this recognition, leaders can build deeper emotional connections with their teams so that they feel seen, heard and valued during times of upheaval.