The metaphor of the growing cycle, is a useful one for change leaders. Creating fertile soil is your first task towards ensuring the seed of your idea can thrive. Have you broken down the old fears, learned from them, and therefore created a rich and “alive” environment that invites excitement?

Why people paid so much for tickets for the Winter Olympics

Some people paid as much at $750 to $1500 per ticket to see an event at the Olympic Winter Games here in Vancouver this week. When I surveyed these ticket buyers as to why they would spend so much on a two-hour experience I received the same general answer: “It’s so alive and exciting, and those kind of experiences are rare in life.”

An innovative way to bring awareness to your cause

Here’s another example. An innovative organization called Imagine 1 Day was seeking to gain attention for their cause: providing primary education for all children in Ethiopia. They organized a flash mob dance during the Winter Olympics games in downtown Vancouver. The idea was to teach a choreographed routine to a group of people who would then spontaneously break into that dance in a public area — an idea no doubt inspired by the Improv Everywhere events.

They invited people in their network and staged several rehearsals to teach a dance routine to the hit song, Dancing in the Street. They expected about 200-300 people to show up. In the end, over 3000 people learned the dance. The crowd took up an entire city block in Vancouver. Ten times more people than they ever expected to attend were there, and all of those people got to hear about their cause. Not only that but another thousand watched from the sidelines. Add to that all the videographers who posted it on YouTube. Even CNN reported on it. Why would that many people spent so much of their precious time and energy to learn a rather complicated routine and then drag themselves out on a cold and rainy day to dance it? I was one of the participants along with many of my friends. The answer seemed unanimous. Because it was exciting to be part of a huge group of people harmonizing our energies together doing something fun — all for a great cause. In short, it made us all feel more alive.

Here’s a short clip of the event:

Regardless of your opinion about an organization’s goals, Olympics Games or educating children in Ethiopia, creating an atmosphere of aliveness invariably attracts people and opens minds.

Trying to plant your seed of change in unbalanced soil

In the last blog post we talked about one of the main mistakes change leaders make–which is trying to plant the seed of change in unbalanced soil. When there is an over focus on protection at the expense of growth ideas can’t get traction. People have a deep need to feel alive, to grow and thrive. They also have a core need to feel safe and protected. The problem comes when those two needs get out of balance. The tendency in many organizations especially after an economic downturn, is for there to be an over focus on protection which tends to kill off growth and aliveness. Many organizations are not open to change because there is a long standing habit of operating mainly from a fear-based need to simply survive. This survival mindset may have some basis in reality but more often it is simply a bad habit of catastrophic thinking. As a change leader you may need to address this issue before people will be open to your idea for positive change. Organizations and individuals get stuck in protection mode due to perceptions. No change can occur unless you help stakeholders perceive the situation in a more growth-oriented way. This usually cannot be done with logic alone as fear is an instinctual emotion and therefore you will need a more “alive” approach.

Case study – focusing on growth and aliveness to change perception

For example, a privately-owned software company had a culture clash between the sales force and the product development and tech support teams. The owner felt that the majority of resources and decision-making power should lie in the hands of the sales force because they drove revenue. As a result, the sales team decided on timelines and deliverables without consulting the other teams.

Naturally, the stress levels and subsequent resentment within the development team grew. When the development team presented their concerns to the owner he simply asked them to “think more positively” — and you can imagine the response to that. The owner had tunnel vision about the structure and system needed for his company to survive. The previous two years had been a tough. Cash flow suffered due to an economic downturn and they had barely avoided bankruptcy. As a result all he could focus on was cash flow, and the sales force meant cash flow. Now that sales were flowing they were taking every contract without communicating with each other before signing the deal.

Meanwhile the product developers and tech support team suffered. Several of their best people quit. Back room gossip escalated. Interpersonal conflict grew. When the owner heard that clients were leaving because of the bad “vibe” there, he hired an HR person to sort things out. She tried everything from disciplining the gossipers to sending them off for motivational training to help them “get over their resistance to change”. Not surprisingly, the resentment just seemed to grow.

After assessing the situation we helped the HR person come up with a new tactic. She led a team building day with everyone in the company that started with a fun activity. Once they were relaxed and enjoying being together, she illustrated the growth potential of a more collaborative decision-making process. She addressed all concerns such as the fear that consulting with other team leaders would mean losing contracts. She provided facts to prove that an over-focus on sales was ironically costing everyone in terms of morale, productivity, customer service, employee health, and ultimately revenue. Even though it looked like the focus on sales was all about growth, it was coming from a fear-based mindset. She offered success stories of similar firms that were consulting with each other before signing deals and still thriving very well.To make a long story short, they found a way to restructured resources in a way that seemed more equitable to all concerned and decided that all team leaders would be consulted before signing any client contracts. In the end this allowed for much better external (and internal) customer service.