Change or Die. What if you were given that choice? If you didn’t, your time would end soon—a lot sooner than it had to. Could you change when change matter. In this excerpt from the introduction to his new book, Change or Die: The Three Keys to Change at Work and in Life, Alan Deutschman. All leadership comes down to this: changing people’s behavior. Why is that so damn hard? Change or Die. By Alan Deutschman long Read.
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When the stakes are high, life and death for the people or the company, change will happen — right? Confronted with this hard-edged urgency, there will be no room for dissent. Real change requires a much more subtle, relationship-driven approach. Take the case of a cardiac patient just after a bypass: And even when doctors tell these patients you have to change or die, study after study has shown that two years later, nine out of ten of the heart patients have not changed.
We like to think that crisis and fear motivate people to change. That just really blew me away and made me want to understand the psychology. Why is that so damn hard? Science offers some surprising new answers — and ways to do better. We improvise, we adapt, we overcome. And normally we do very well with change. At these times, we can change but we need to learn from other people.
Force, Facts, and Fear. One reason the FFF driven change fails is the inattention to a basic principle of emotional intelligence: When people are pushed, they resist. Especially in the business world where leaders usually come from engineering or scientific or financial backgrounds.
These are very intellectually accomplished people. So they tend to have a very rational mindset. And they like to think that other people are rational too. Deutschman says extensive research has shown that the most successful change actually begins with an emotionally significant relationship followed by repetition and reframing.
In the s psychologists at Johns Hopkins University began to study what forms of psychotherapy worked, and hundreds of studies have followed up on this work. Its not so much the specifics of the method of therapy.
Hope is the antidote, the missing catalyst, that will enable a demoralized team to successfully. The feeling of hope is essential, and it comes partly from the logical side — seeing results — and largely from something less tangible. So people and organizations become demoralized, and we basically give up hope. It comes from having a personal relationship and being inspired by their belief in us. This emotional need goes far beyond a paycheck.
Yes, people need to pay the bills, but they also need something deeper, and some leaders have committed to provide that. You have to prove it to them through experience. Engage, Activate, and Reflect. The phases each have specific objectives. There are both tactical and emotional dimensions to making the model function:. This requires a trusting emotional connection with the change leader s who encourages hope and builds confidence.
This requires encouragement and coaching to learn, practice and master new patterns and skills needed to facilitate change and growth. Here change leaders must articulate and celebrate successes — and foster curiosity and dialogue to assess the change effort and refocus the plan for optimal efficacy.
This cyclical approach to change allows for a much more rapid cycle time creating short-term wins that demonstrate the efficacy. Often change efforts fail because they attempt to skip over or short change one phase — most frequently making a plan in isolation and failing to successfully engage people.
Part of the problem with conventional change efforts is that they come on the heels of many other similar efforts — all tied to facts, force, and fear. That perception is about emotion, not logic, so change leaders need to use emotional intelligence to connect at a heart-level.
You need to give people hope. You need to make them believe that this time with this leader and this new strategy, that there really is hope for things to turn around. So the people in the organization are demoralized; they have given up hope. So how do you overcome that demoralization?
What you really need is an emotional inspiration, a human connection. To people coming from the hardcore, quantitative, financial, MBA, Ph. Gerstner came from that rational, technocratic mindset.
When he came in to take over IBM, people thought it would be all spreadsheets and strategic planning and cost-cutting.
Change or Die: The Three Keys to Change at Work and in Life
Inspire them vhange they could be a great company once again; that they could thrive and have a brilliant future. He had to go out there and give chajge and show by his own conviction, by his own passion, by his own belief, that it could change. He had to use his emotions to inspire the emotions of the people in the company. While the old-style charismatic leader can give a great locker-room speech and fire people up, this relationship-based change leadership requires a more subtle process.
When people are coming from hopelessness and distrust, their radar is up, actively looking for another snow job.
A Hope for Change: Alan Deutschman on Change or Die
Gerstner was not a great public speaker. He was not a naturally charismatic person — not a Steve Jobs kind of inspirational speaker. But people saw the speech and they got a sense of his sincerity. While sincerity is key, the emotional component is not sufficient by itself.
Change will be derailed by a lack of buy-in, but it is equally useless to launch change without a good plan. You need to have some success fairly quickly that allows people to experience the change. This helps them believe in it. These rapid improvements are also a very strong motivator for change. But then you still need to prove to people through their own experience. The challenges of change are rooted in neurobiology — the human brain literally wires itself to respond a particular way.
Like roads connecting cities, our brains form patterns. Since the neurological patterns form based on experience, corporate culture tends to be self-reinforcing — people come to see a particular way of doing business as normal, and normal feels right. But business-normal is often dysfunctional. And he was frustrated by it. He realized that there were only two places where people really talked to each other and worked together in creative ways. When the company really had a problem, they put together a taskforce and they threw out the rules.
Then when they got to the office at 9: For change to occur, people need to hold a new kind of conversation. Given that any honest dialogue is rare, it takes an exceptional workplace context for people to openly talk through change.
So Gore decided to start a company that would follow the rules of the taskforce and the carpool — a company where people would focus on working together to solve problems. Your job is to go and meet all the people in the group and get to know them and let them get to know you.
You have to connect with other people there and get them to invite you to join their teams and their efforts. This experience illustrates vie power of patterns. The conceptual framework starts at a neurological level with brain cells connecting to form interlocking systems.
They shape how we view the world. The first step to changing patterns is recognizing them. Understanding this link between thoughts, feelings, and actions, seeing these unconscious filters and response mechanisms, is a key first step to responding intentionally rather than reacting on autopilot. This reality has veutschman implications for education as well — including MBA education. In other words, the explicit content of a class becomes less important than the tacit experience of the learning process.
In my book I talk about the Delancey Street program in San Francisco, which takes criminals, drug-addicted felons, coming out of the state prisons, and in three to four years transforms them into sober, peaceful, enterprising workers. I really had this bad health problem and I knew that I had to do something about it.
A Hope for Change: Alan Deutschman on Change or Die • Six Seconds
I struggled and failed for a decade. I felt like an accomplished, successful person, yet I had this one area where it was clear that I needed to change.
I was supposed to work out everyday with the top trainer and I wound up gaining weight from the experience. She communicated a strong conviction that I could change and I would change. This emotional link to her gave me hope and she was able to help me learn a whole different way of approaching my lifestyle.
Chang it was a matter of really finding the right person who could help me learn. I wound up losing 40 pounds from the experience and keeping it off. Rather than seeking a solution, change is about learning.
Who do you trust to teach you? What is it about these trustworthy teachers that you can emulate? Are you building a relationship where learning can occur? Given the challenges of change, and how easily it seems individuals and organizations get stuck, Deutschman offers this hope: So in the book I talk about the hardest cases. People whose arteries are almost completely clogged from heart disease. The auto plants that GM considered the worst plants with the most unmanageable workers.
Even in these toughest alaj where some might dismiss the possibility, profound change is possible.