Organizational change and innovation: activating your change agents, mavericks, optimistic rebels
You do the executive town halls. You’ve got a company Facebook page. The Intranet has been souped up and made social. There are regular update emails from the CEO. The employee communications group is changing its name to employee engagement. The suggestion system and employee satisfaction survey results have been steady for the past three years.
No big dips, but no big gains. The culture feels stuck, not evolving fast enough to adapt with market and customer change. Not feeling “happening” enough to attract the best people.
Who can help you to get unstuck, overcome resistance to change, create new ways to solve old problems? The quiet change agents, tempered radicals, optimistic rebels that exist in all organizations. These are your “key influencers,” the people with the insights and peer credibility to help you hone your corporate culture.
When you identify, focus, empower and recognize these people, positive change begins permeating in all corners of your business. They seed innovation throughout your culture. They have the desire, discipline and fortitude to lead complex change initiatives. These people are the direct line to your competitive advantage, and there’s never been a better time — or bigger need — to activate them. We’ll show you the way to do it. Foghound outcomes:
- Trained team of innovation rebels who understand how to use new collaborative techniques and tools to create meaningful, sustainable change and advances throughout your organization.
- More positive employee engagement scores: people see that their voices count and good ideas are rewarded by receiving special training to make them real.
- When our ideas are heard and recognized, we’ll go to the end of the world for this company.
“Scholars of leadership have argued that the capacity to push people to confront the conflicts and adaptive challenges facing a system is one of the most critical and difficult aspects of real leadership. If so, then tempered radicals represent an important population of leaders.” Debra Myerson, Tempered Radicals: How People Use Difference to Inspire Change at Work
Download the PDF: Art of Leading Collaboratively Workshop
Related posts:
- Rebels at work: an interview with executive Janet Swaysland of Monster
- Good vs. bad corporate rebels
- 20 ways to be a more effective rebel, change agent, maverick
- Foghound corporate rebel research: the 90/30 conundrum
- Frustration leads to compliance or dissent: what’s an exec to do?
