INDEX
A
accountability efforts, common result of, 64–65
action sessions, facilitating, 108–109
action-learning projects, setting up, 109
actions, informed and aligned, 61, 63
Adams, Marilee, 55
advocacy and inquiry, balancing, 66
agendas: other, stepping back and being open to, 79
working on your own, being labeled as, 66
alignment: around a common future, 88–89
building, over time, 106–107
of decisions and actions, 61, 63
in goals, 117
increased, guiding people to, 34, 40
rallying points for, having results that provide, 125
in roles, gaining, 117
testing for, 34
all-or-nothing thinking, 12
apathy, 76
“Applying One Lever” approach, 9–10, 26, 30, 84–85, 100–101, 113
appreciation, showing, for other people’s work, 107–108
assumptions: debates over, as unacceptable, 69
default, about learning, 69
different, checking for, 34
existing, challenging, 16
expectations as, 27
and making them visible, 40, 64
requiring new, 20
trying out, 36
“us vs. them,” 21
Axelrod, Dick, 93
Axelrod, Emily, 93
B
behavior shift, 18, 37, 84, 113, 115, 131, 142, 147
Benne, Ken, 79
best practices: identifying and retaining, 18–19
as part of a strong future, 89
pointing to, that can thrive in the future, 25, 27
better results, defined and described, 131–132
blaming, replacing, with learning, 64–65
Blanchard, Ken, 54
bold moves, going for, 135
brainstorming activity, 70–71
Bunker, Barbara, 78
C
capabilities, being certain of, for making change, 117–118
career ladders, creating, 97
cascade approach, not buying into, 74, 77
champions, creating, 9
change: approach to, understanding the, providing for, 45
as a challenge and goal, 2
culture of, 25
demand for, 2
easy or hard path to, starting at either, 75
effects of, asking extra questions about, 64, 69
everyone working on, every day, 115
evidence of, increased, 37
freedom to make, ensuring, 117
future, checking if capable of making, 127
incremental, and when it’s not enough, 33, 135
lasting, achieving, secret to, 119
letting the organization be the driver of, 79
making the case for, 69
need for, understanding, providing for, 64
organization-wide, creating, by applying one lever, described, 9–10
paradoxical, 15–16, 17, 20, 24, 25, 26
personal value in, people questioning the, 86–87
railroading people into, avoiding, 24
resources for, ensuring, 118
responsibility for, as everyone’s job, getting buy-in on, 116–117
rule about, beginning at the top, 73–74
scope of, defining and redefining, 47
seeing, in reality, excitement over, 94
shifts on the path to, being surprised by, 81–82
small, as proof of progress, 32, 113
speed of, dramatic acceleration of, 36–37, 38–40
struggles with and complaints about, 1
sustained, 128
talking too much about, 25
Teflon, 90
that is experienced more than it is talked about, 37
that takes too
too much, 9, 14–15. See also Leverage Change
change agents: everyone becoming, 121
leaders becoming, 78
change data, current and accurate, having, 116
change day, every day as, 31
Change Possibilities Panel, use of, 71–72
change programs, formal, improving, by applying the levers, described, 7–9. See also specific levers
change teams, having every member of teams become members of, 119–120
change tool kit, use of, 118
change work: applying, in multiple areas at once, 76–77
best way of engaging people meaningfully in, finding, 104
current, supplementing, with the levers, 148
full integration of daily work as, 119
good reasons for, having, 81
important, being asked to take on, effect of, 101–102
making connections between larger objectives and, 105–106
as meaningful work, 100
not having enough time for, complaining about, 112–113
past, you’ve learned to apply levers from, 140–141
reframing, 101
as unnatural, no longer thinking of, 119. See also Make Change Work Part of Daily Work
Change Your Questions, Change Your Life (Adams), 55
change-able organizations, becoming, benefits of, 120, 127
collaboration: effective, ensuring, staying focused on, 105
greater, finding ways to engage people now for, 31
as a measure, using, 133
requests for, increase in, 37, 38–39
collaborators, identifying, in crafting the ideal future, 91
commitment: checking leaders for, 78
connection between, and people recruiting others to join your team, 103
extreme, that’s gone too far, recognizing, 105
full, from senior leaders, requiring, issue with, 73–74
gaining, 106
to goals, 135
increased, 128
lever transforming resistance into, 44–45
to listening to the less powerful, 20–21
shared, growth of, over time, 93–94
team, increasing, 103
virtuous cycles of, creating, 76
communication: effective, learning, 66
free and open flow of, achieving, 68–69
informal, increased, 37
problems with, as common, 62, 66
of successes and lessons learned, 35
competitive advantage, 47, 120, 127
complexity, addressing, 4–5, 12
“connection before content” approach, 93
connections, making, between change work and larger objectives, 105–106
consequences, exploring, before taking action, 69–70
continuity, championing. See Pay Attention to Continuity
continuous improvement, benefiting from, 32, 113, 119, 120
core processes, operating, listing, 133
cost-benefit trade-offs, exploring, 82, 85
counterintuitive approach, 11
“Court of Change” activity, 69
Create a Common Database (lever): criteria for evaluating application of, 68–70
evaluation checklist, 72
examples of, in action, 70–72
introduction to, 6
need for, common problem indicating, 61–62, 139
as a new lever, applying, 142
overview of, 61
as a solution, purpose of, 62–63
stories involving aspects of, 63, 67, 70–72, 142
success factors in applying, 65–68, 145
summary of, 72
creative thinking, 47–48, 92, 130
culture, organizational: integration of, designing, 53–56
levers embedded in, applying, 140
“Culture Creator” program, 56
Culture Integration Team (CIT), use of, 53, 54, 55
culture of change, 25
cycles: continuous improvement, 32
vicious, 50
virtuous, 37, 76, 88, 101–102, 120
cynicism. See resistance
D
daily work, change work as. See Make Change Work Part of Daily Work
Dannemiller, Kathie, 30, 48, 51, 58, 62
Davis, Stanley, 29
decisions: better, means of, providing, 64
checking if clearer about beliefs and values that guide, 126–127
exploring cost-benefits to inform, 82
gaining agreement from key stakeholders about who makes, 104–105
less resistance about, experiencing, 106–107
misguided, common saying leading to, 47
processes for making, examining, as part of regular team meetings, 114–115
solid reasons for, having, 69
uninformed, problem of, 61–62
defensiveness: decreased, 94
learning and curiosity taking the place of, 64–65
leaving, at the door, 49
Design It Yourself (lever): criteria for evaluating application of, 51–52
evaluation checklist, 60
examples of, in action, 52–59
introduction to, 6
need for, common problem indicating, 42–43, 139
overview of, 42
as a solution, purpose of, 7–9, 43–44
stories involving aspects of, 8–9, 43–44, 50–51, 53–59
success factors in applying, 46–51, 145
summary of, 59
design teams, getting the right people on, 46
Develop a Future People Want to Call Their Own (lever): criteria for evaluating application of, 93–95
deciding to use, being strategic about, example of, 144
evaluation checklist, 98
examples of, in action, 95–97
introduction to, 6–7
need for, common problem indicating, 86–87, 139
overview of, 86
reasons for using, 88–90
as a solution, purpose of, 87–88
stories involving aspects of, 87–88, 90, 92–93, 96–97
success factors in applying, 91–93, 146
summary of, 97
direction and participation, balancing, 105
disabilities, people with, consideration of, 67
disconnects: finding, significance of, 52
preventing, 64
“Do more with less” phrase: initial reaction to, 112, 137
reframing, 137–138
domino effect, 9
Drucker, Peter, 48
E
easier results, defined and described, 129–131
8 Levers: categories of, for your organization, 139–142
common problems addressed by, list of, 139
overview of, 6–7
reason for using, 12
success factors for each of, list of, 145–146
value of, 137
world of, 124. See also Create a Common Database; Design It Yourself; Develop a Future People Want to Call Their Own; Find Opportunities for People to Make a Meaningful Difference; Leverage Change; Make Change Work Part of Daily Work; Pay Attention to Continuity; Start with Impact, Follow the Energy; Think and Act as If the Future Were Now!
80–20 rule, 147
Employee Resource Groups (ERGs), use of, 67–68
energy: creating, as success emerges, 94
following the flow of, 74
goals that bring, setting, 135
increased, channeling, 38
limitless supply of positive, tapping into, 82
locating the, 77–78
positive or negative, working with either, 76
redirecting, 32
shifting, 76
that works for you, having, 81. See also Start with Impact, Follow the Energy
expectations: increased, readying for, 36
testing, against reality, 78
“unrealistic,” ability of, to lead to extraordinary achievements, 147
F
facts and feelings, paying attention to both, 65
failure: fast, learning and improving from, 34–35
fear of, addressing, 35
false promises, 46
faster results, defined and described, 128–129
fears: of failure, addressing, 35
having conversations about hopes and, 77, 135
of the unknown, trading, for excitement of making a difference, 100
feedback: as a measure, using, 134
receiving, 114–115
soliciting, 54, 83, 87, 97. See also listening
feelings: and facts, paying attention to both, 65
gut, trusting your, 139
using, as a measure, 134
Find Opportunities for People to Make a Meaningful Difference (lever): criteria for evaluating application of, 106–108
deciding to use, being strategic about, example of, 144
evaluation checklist, 111
examples of, in action, 108–110
introduction to, 7
need for, common problem indicating, 99–100, 139
overview of, 99
reasons for using, 101–104
as a solution, purpose of, 100–101
stories involving aspects of, 100–101, 103–104, 106, 108–110
success factors in applying, 104–106, 146
summary of, 110–111
“5 Why Analysis” quality tool, 48
flexibility, 5, 12–13, 25, 102, 124, 138
formal change programs, improving, by applying the levers, described, 7–9. See also specific levers
freedom, 43, 70, 77, 78, 81, 117, 121, 122
full potential, having people realize their, 107
Full Steam Ahead (Blanchard and Stoner), 54
future as now, envisioning and living the. See Think and Act as If the Future Were Now!
future changes, checking if capable of making, 127
Future Perfect (Davis), 29
futures, new, that inspire, creating. See Develop a Future People Want to Call Their Own
G
Galbraith, Jay, 58
Getting Unstuck process, use of, 22–23
Glads, Sads, and Mads brainstorm activity, 70–71
“go slow to go fast” approach, 128, 129
goals: alignment in, and around, gaining, 117
common, coordinating change around, 117
shared, reinforcing, 23
SMART vs. HARD, 135
grassroots approach, blindly opting for, avoiding, 74
H
half-day problem-solving sessions, starting with, and following the energy, 83–84
HARD goals approach, 135
hierarchical approach. See top-down approach
hierarchical power, issue with, 20–21, 61–62
higher-quality work: extra attention resulting in, cycle of, 101–102
having signs of, 108
honesty, 77, 78, 109, 131, 133, 135
How to Manage and Lead Strategically tool kit, 118
hype, 14
I
impact, opportunities for, starting with. See Start with Impact, Follow the Energy
implementation: across an organization, 122
effectiveness of, increased, 115–116
formal, beginning changes before, 95
planning and, line between, blurring the, 37–38
“servant” leadership mode during, 103
implications, exploring, before taking action, 69–70
“Improving Their Own Work” approach, 118
individual work situations, achieving improved results in, by applying the levers, described, 10–11. See also specific levers
information: free flow of, focusing on, 62
gathering, to make a judgment call, 139
internal and external, including both, 65
information sharing: good processes for, putting in place, 66
increased, through daily work as change work, 116
need for, 61–62
organization-wide, achieving, 68–69. See also Create a Common Database
information systems, improved, 68–69
innovation, every day, 116
inquiry and advocacy, balancing, 66
inspiration, creating, 88
integrated views, creating, 68
integrated work, fully, sign of, 119
integration, cultural, designing, 53–56
interests, everyone’s, consideration of, 93, 94
involvement: degree of, importance in, 12
discovering new ways of, 104–105
of as many interested and affected people as possible, 134–135
in strategic planning, increasing, 96, 129
J
job descriptions, including a responsibility for change in, 116
judgment, rushing to: avoiding, 66–67
decreased, 94
K
kaizen, variation on, 113
Kauffman, Stuart, 5
knowledge, common, creating. See Create a Common Database
L
leadership: formal and informal, influence of, in their jobs, 100
involving, as change agents, 78–79
right, providing, 46
roles of, flexibility in, 102
“servant” 103
leadership team effectiveness, design for, 56–59
learning: about another’s perspectives, 71
along the way and applying over time, 76
default assumption about, 69
to do better in the future, 90
from failure, 35
and having people realize their full potential, 107
how to communicate effectively, 66
increased, through daily work as change work, 116
looking for good information to ensure, 65
to make change work part of daily work, 121
most valuable, 66–67
in one area and applying in another, 76–77
organizational, focused on, 64, 120, 127
from past practices, 46
quality-control checks focused on, need for, 49
replacing blaming with, 64–65
sustaining, over time, putting processes in place for, 66
from what change efforts work, being able to, 45
leverage: described, 2–3, 16, 124
great, gaining, 125–127
value of, for you, 137–148
working harder without, no reason for, 135–136
Leverage Change: defined, 124
elements of, described, 3–5
gaining the most from, ways of, 1–13
goals of, 127
lens of, understanding results through, 127–132
maximizing, 136
paradigm of, 124
power and possibilities of, 124–136
stories involving aspects of, 129, 130–131, 132
work of, new rules that come with, 100. See also specific aspects of leveraging change
levers: application of, guidance on, 5–6
as a better way where everyone wins, 148
categories of, for organizations to apply, 139–142
common problems addressed by, 14–15, 28–29, 42–43, 61–62, 73–74, 86–87, 99–100, 112–113, 139
defined, 2
described, 5
eight, introduction to, 6–7
embedded in culture, using, 140
final counsel on using, 147–148
high-impact, 3–4
most straightforward way to use, 13
never applied, using, 141–142
partnering with others to apply, 147
from past change work that you learned to apply, using, 140–141
power of, applying, to complexity, 4–5
pulling, being strategic about, example of, 142–144
purpose and benefits of, 5, 10, 12, 13
right, pulling the, primer on, 138–139
testing, thinking big in, 141–47
tips and advice for pulling each of the, 145–146
using, three ways of, described, 7–11
value of, revisiting the, 137–138. See also specific levers
Lewin, Kurt, 74
Lippitt, Ron, 70
listening, 8, 11, 16, 18, 20–21, 22, 32, 37, 39, 51, 52, 67, 77–78. See also feedback
“low-hanging fruit” approach, avoiding, 129–130
M
majority rule, issue with, 20
Make Change Work Part of Daily Work (lever): criteria for evaluating application of, 118–120
evaluation checklist, 123
examples of, in action, 120–123
introduction to, 7
need for, common problem indicating, 112–113, 139
overview of, 112
reasons for using, 115–116
as a solution, purpose of, 113–115
stories involving aspects of, 114–115, 118, 121–123
success factors in applying, 116–118, 146
summary of, 123
meaningful difference, making a, finding opportunities for. See Find Opportunities for People to Make a Meaningful Difference
meaningful goals, setting, 135
mergers and acquisitions, 53–56, 63, 103
mindset shift, 12, 16, 18, 21, 29, 33, 34, 74, 85, 113, 119, 123, 147. See also paradigms, new
mission: being clear about your, 48
checking if better positioned to achieve your, 126
motivation: engagement that leads to, 107
and momentum, cycle of, in organizations, 120
virtuous cycles of, creating, 76, 88
Murphy, Mark, 135
“my way or the highway” approach, 12, 24, 70
N
noble work, having a purpose that calls for, checking for, 48
Not Invented Here (NIH) mantra, 7–8, 42–43, 44
now, future as, envisioning and living the. See Think and Act as If the Future Were Now!
numbers, focusing on, as a measure, issue with, 133
O
observation, using, as a measure, 133
“One Team” value, 56
one-size-fits-all mindset, 74
opinions, worrying less about your own, 105
opportunistic, being both planful and, 79
organizational culture: integration of, designing, 53–56
levers embedded in, applying, 140
organizational fit: being able to provide, 45
having unique elements for, 52
organizational intelligence, increasing, 64
organizational learning, focused on, 64, 120, 127
organizational pulse, locating the, 77–78
organizational skills and abilities, improved, 120
organization-wide change, creating, by applying one lever, described, 9–10. See also specific levers
outcomes: achieving, being able to define the rules for, 45
clear, defining, 48
that anyone can understand, having, 51–52
that respond to current realities, having, 52. See also results
out-of-the-box thinking, 47–48, 92, 130
ownership: better understanding arising from, 45
expanded, 26
immediate and lasting, being able to provide, 44–45
oxymoron, sustained change seen as an, 119
paradigms, new: adopting, 20, 26, 29, 74, 84
consideration of, 74
embracing, 33–34
ensuring leadership is willing to trust, 78–79
expanded, 10
having a “many best ways” approach to, 12
toward resistance, 16, 24. See also Leverage Change; mindset shift
paradoxes: about pulling the levers, 144
and polarities, dealing with, rules for, 16
working through, 110
paradoxical change, 15–16, 17, 20, 24, 25, 26
paradoxical point of view, 15–16, 17, 19, 20, 26
Pareto’s principle, 147
participation and direction, balancing, 105
past and present practices: assessment of, 25
continuing, being clear and strategic about, 19
learning from, 46
as part of a strong future, 89
shared picture of, having a, 51
successful, identifying and retaining, 18–19
understanding, in order to bring the best into the future, 89
value of, reaffirming, 23
past change work, levers from, that you learned to apply, using, 140–141
patience, rewarding, 69
Pay Attention to Continuity (lever): criteria for evaluating application of, 23–25
deciding to use, being strategic about, example of, 143
evaluation checklist, 27
examples of, in action, 25–27
having learned to apply, 141
introduction to, 6
need for, common problem indicating, 14–15, 139
overview of, 14
reasons for using, 18–19
as a solution, purpose of, 9–10, 15–17
stories involving aspects of, 10, 16–17, 22–23, 26–27, 141
success factors in applying, 20–23, 145
People with Disabilities ERG, 67
perseverance, maintaining, 91–92
perspectives: curiosity about, 66
different, as pieces of a larger puzzle, connecting, 8, 64
learning about another’s, 71
new, gaining, 17, 92, 105, 138
shaping, place in organizations as a factor in, 51
sharing, with others, opportunities for, 21
taking advantage of, 83
understanding, 63–64
valuing all, 8, 19, 66–67. See also point of views
pessimism. See resistance
pilot programs, issue with, 131–132
pivot point, significance of, 4
plan, drafting your own. See Design It Yourself
planful, being both opportunistic and, 79
planned work: deviating from, as needed, 78
making course corrections in, having results that inform, 125–126
planning, strategic. See strategic planning
planning and implementation, blurring the lines between, 37–38
planning teams, resistance in, addressing, 8–9
Point of View activity, 17
point of views: appreciating different, 66, 70
integrated, creating, 68
paradoxical, 15–16, 17, 19, 20, 26. See also perspectives
polarities: action sessions focused on leveraging, 109
defined, 15
identifying and leveraging, 24, 26
paradoxes and, dealing with, rules for, 16
power: hierarchical, issue with, 20–21, 61–62
and influence, allocating, choices about, 105
organization-wide, tapping into, 21
Practice of Management, The (Drucker), 48
pride, 45, 48, 52, 87, 88, 89, 90, 91, 95, 97, 107, 144
priorities, addressing, 9–10
problems, common, 14–15, 28–29, 42–43, 61–62, 73–74, 86–87, 99–100, 112–113, 139
problem-solving sessions, half-day, starting with, and following the energy, 83–84
promises: false, 46
making good on, 135
prototypes, rapid, creating, 32, 36
purpose statements: clear, criteria for designing, 48
defining, based on outcomes, 45
that anyone can understand, having, 51–52
that respond to current realities, having, 52
Q
quality-control checks, engaging in, 49, 126–127
questions: to check if you’ve identified the right results, 126–127
early, for consideration, 76
extra, asking, about effects of change, 64, 69
future-focused, getting more people involved in, 34
quick fixes, avoiding, 128, 129–130
R
RASCI (Responsible, Accountable, Support, Consult, Inform) chart, use of, 26
realistic future, getting a picture of a, 134
reality: assessing your, 133
change in, by looking through a different lens, 29
defining purpose and outcomes based on, 45
facing, dealing with, 13, 47, 70, 77, 87
floodgates of, opening, 47
half of, only dealing with, 15, 17
having a purpose and outcomes that responds to, 52
having a purpose related to, checking for, 48
moving from vision to, 90
out of touch with, leaders appearing to be, 62
perception as, 24
seeing change in, excitement over, 94
testing expectations with, 78
recruitment and retention strategies, checking if results serve as, 127
regular jobs: busy with, 99
having too much daily work in, complaining about, 112–113
routine work of, people only getting to do, 99–100
as still critical work, acknowledging, 100. See also Make Change Work Part of Daily Work
relationships: healthiest, 66
improving/strengthening, 35, 40, 44, 58, 91, 96, 108–109, 142
straight-line, addressing, 22–23, 144
resistance: addressing, 7–9, 15–16, 22–23, 32
avoiding, 43–44
causes of, 7, 8, 14, 20, 22, 43
decreased, 8, 18, 37, 43, 88, 106–107, 115, 128
pushing through, avoiding, 81
reducing, 18
shifting the energy in, 76
traditional approach to, 16
wisdom in, belief in the, 16, 20
resisters as contributors: celebrating, 24
resources: allocating, 4
latent, becoming available, 38
limited, being smarter about allocating, having results that lead to, 126
for making change, ensuring, 118
results: better, defined, 131–132
different ways of defining, consideration of, 133–134
easier, defined, 129–131
faster, defined, 128–129
final tips and advice in defining, 133–135
generic, avoiding, 52
and getting them right, benefits of, 125–126
having a purpose oriented around, checking for, 48
how specific levers help with creating faster, easier, better, 18–19, 31–33, 44–45, 63–65, 75–77, 88–90, 101–104, 115–116
identifying the right, questions to check for, 126–127
improved, achieving, in any work you do, by applying the levers, described, 10–11
moving toward, that are right, 4
possibilities for, expanding, 135
sustained, 128–129
understanding, through the Leverage Change lens, 127–132. See also specific levers
risk-averse organizations, special note for, 35
risks: being confident with, 148
in freedom, 77
identifying, 22
road maps: common problems providing, for identifying which levers to use first, 139
constrained by, avoiding being, 79
developing, 49
examples of designing, 53–56, 58–59
that anyone can understand, having, 51–52
that will achieve your purpose and outcomes, having, 52
Rogers, Myron, 75
roles: alignment in, gaining, 117
clear, having, 102
S
scenarios: exploring different, 82
in pilot programs, issue with, 131
testing, and assessing, 69
wrong, giving yourself permission to create, 92
scope, defining and redefining, 47
self-esteem, growth in, 94
self-serving organizations, 127
“servant leader” mode, 103
short-term results, avoiding, 90, 129
silos, building bridges between, 95
SMART goals approach, issue with, 135
social contract, 99–100
stakeholders: aligning, 40
checking if better able to satisfy the needs of, 127
engaging with, so they engage back, 91, 96
having a purpose that speaks to, checking for, 48
interested and affected, engaging as many as possible, 134–135
key, gaining agreement from, about who makes decisions, 104–105
satisfying more, 89
that understand your road map, having, 51–52
standards, paying attention to continuity in, 27
Star Model, adaptation of, 58–59
Start with Impact, Follow the Energy (lever): criteria for evaluating application of, 81–82
evaluation checklist, 85
examples of, in action, 83–85
introduction to, 6
need for, common problem indicating, 73–74, 139
overview of, 73
reasons for using, 75–77
as a solution, purpose of, 74–75
stories involving aspects of, 75, 80, 83–85, 130–131
success factors in applying, 77–80, 146
summary of, 85
Stoner, Jesse, 54
strategic planning, 30, 84, 96, 103, 128, 129
strategic thinkers, creating, 64
success: achieving, based on your own measures, having results that enable, 125
in applying the levers, factors for, 20–23, 33–36, 46–51, 65–68, 77–80, 91–93, 95, 104–106, 116–118, 145–146
clear measures of, defining, 117
envisioning a future of, 34
knowing when you’ve achieved, having results that inform, 126
measuring, metrics for, designing, 48
other ways of measuring, consideration of, 133–134
surprised, being, by shifts on the path to change, 81–82
sustainable future, pride in a, 89–90
sustained change, 128
sustained results, 128–129
sustained work, change work as, 119, 129
talent, checking if your organization is appealing to, 127
“Talk Forward” sessions, 106
tasks, clear, having, 102
team charters, including a responsibility for change in, 116
teams: commitment on, increasing, 103
continuing to expand, 32
daily work of, embedding change in, 114–115
every member of, become members of change teams, having, 119–120
expanded, building, 18, 19, 21, 32
getting the right people on, 46
leadership, effectiveness of, design for, 56–59
planning, resistance in, addressing, 8–9
representation on, taking an unconventional approach to, 105
right, creating, 102–103
Teflon change, 90
Think and Act as If the Future Were Now! (lever): criteria for evaluating application of, 36–38
deciding to use, being strategic about, example of, 143
evaluation checklist, 41
examples of, in action, 38–40
introduction to, 6
need for, common problem indicating, 28–29, 139
overview of, 28
reasons for using, 31–33
as a solution, purpose of, 11, 29–31
stories involving aspects of, 11, 30, 33, 35–36, 38–40, 140
success factors in applying, 33–36, 95, 145
that’s embedding in the culture, applying, 140
thinking: all-or-nothing, 12
big, 147
strategic, 64
top-down approach: blindly opting for, avoiding, 74, 75
rule about beginning with, 73–74
trade-offs: careful consideration of, 132
cost-benefit, exploring, 82, 85
weighing, and exploring implications, 64
trust: building, 20
developing, 94
ensuring, from leadership, 78–79
in following the energy, having, 77
gap in, bridging, 93
grounding relationships in, 108–109
higher levels of, having, 81
in people to do critical work, 102
that you’re on the right path, way to, 52
undermined, 102
in the work, benefiting from, 106–107
in your gut feelings, 139
U
“us vs. them” game, 21
V
“valentine” tactic, 58
vicious cycles, 50
virtuous cycles, 37, 76, 88, 101–102, 120
vision: checking if better positioned to achieve your, 126
clear and shared, getting to a, need for, 31
moving from, to reality, 90
sharing your, approach involving, 44
W
“What’s in It for Me?” concern, 86–87, 88
“win-lose” language, decreased, 94
work situations, achieving improved results in, by applying the levers, described, 10–11. See also specific levers
Y
You Don’t Have to Do It Alone: How to Involve Others to Get Things Done (Axelrod et al.), 21
Your Vision of Greatness approach, 44