Book Review: "Switch - How to Change Things When Change is Hard"

Chip and Dan Heath's book "Change" was one of the books recommended at a Leadership Summit I attended a couple of years ago. They are a couple of sharp young guys who wrote this book after doing extensive research in psychology, sociology and other fields on how to bring about transformative change.

I found this book appealing as a pastor because a large part of what I do is try to help people bring about positive change in their lives. This book is written to help leaders understand why and how people change, what keeps us from changing, and how to overcome obstacles to change.

For instance, in each of us we find that there tends to be a conflict whenever even a positive change is suggested. As psychologists have discovered, our rational mind (the rider) understands the need to change, but our emotional mind (the elephant) resists change because change involves action and disturbing existing routine. However, if we can find a way to overcome that tension, change can happen quickly.

They begin by highlighting three surprises regarding change which were discovered through studies. The first is that What looks like a people problem is often a situation problem. In other words, we ought not to assume that people don't want to change. Often, they are in situations that make it difficult for them to change.

The second surprise is that What looks like laziness is often exhaustion. This is because often people are trying to change through the power of self-control, which can be emotionally exhausting. Self-control is an exhaustible resource. The bigger the change, the harder it is for someone to force themselves to make.

The third surprise is that What looks like resistance is often a lack of clarity. Sometimes we really don't know how to get to the other side, we just know that we want to change. We can find ourselves spinning our wheels because we just don't know what to do.

In the book, the Heaths provide a three-part framework for helping to facilitate change and to overcome these three problems.

1. Direct the Rider (Rational Mind) 
2. Motivate the Elephant (Emotional Mind)
3. Shape the Path

Using real life examples and case studies, we can see how even entrenched behaviors can be changed when the right information is provided clearly. We may assume that people simply don't want to follow our advice when, in fact, they don't understand the situation in the same way that we do. Ask yourself how you can demonstrate it more clearly.

They also demonstrate why it is important to engage people's emotional side in order to build momentum. If a person doesn't feel that change will have a worthwhile benefit they will resist. It's human nature. But when the emotional side of us is engaged, a great deal can be accomplished.

Finally they talk about one of the greatest ways to facilitate change - shaping the path. This speaks of environmental changes. This may be as simple as hiding the large plates and using only the smaller ones if your goal is to lose weight. Or it may mean using a two-step switch that requires two hands to activate for dangerous equipment in order to keep hands clear.

There are great examples in this book of ordinary people who were able to bring about radical change.

• Medical interns who defeated an entrenched medical practice that was endangering lives.
• A home-organizing specialist who developed a simple technique to overcome the dread of housekeeping.
• The manager who reversed the reputation of a customer-support team from failures into standard-bearers.

This book is well worth the read for anyone who leads people, because leadership is all about facilitating change. If you have some changes that you need to make in your life, this may be helpful to you as well. For those who know me, do you think it's a coincidence that my desk and office are now clean for the first time in recent memory? I think not!

Related Articles:
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"Young Leaders – Start Smart"
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Why Don't You Like Me?

A lot of people go through life asking this question - why don't they like me? They look at others who are surrounded by friends and who seem to be people magnets and wonder - why can't that be me?

Believe it or not, many studies have been done to determine just exactly what it is that causes us to like someone. You may be surprised by the results. In his book, The Me I Want To Be, John Ortberg shares that "Out of all the causes - physical attractiveness, IQ, ability, personality type - the number one factor that determines whether or not you will like another person is whether or not they like us. If they like you, you will like them. If they don't like you, you will not like them." Of course there are exceptions, but in general this is true. So what are the implications of this?

For one thing, it appears that how we interact with people has a great deal to do with how they treat us. It seems that what Dale Carnegie taught years ago is true. He wrote a book called How to Win Friends and Influence People that was a bestseller for a long time. Here's a quote from that book: "You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you." In light of the studies Ortberg talks about, this seems to be borne out in real life.

The question, then, would seem to be, how can we develop a genuine interest in people? I'm not talking about learning sales techniques in order to fool someone into thinking that you like them. I'm talking about learning how to genuinely be a people person. I think the greatest example of this in history is Jesus Christ.

As we read the Gospels we find that people were drawn to him, and no wonder. He welcomed every encounter with anyone who was genuine. Even with those with whom He disagreed, His goal was to point them towards the truth. He crossed social and cultural boundaries to add value to people who were outcasts. He made world-changers out of people to whom no-one else paid attention. What did He see that others didn't?

Jesus knew that every person He laid eyes on was created in the image of God, and as such, had innate value. It was this principle that the U.S. founding fathers seized on as they stated in the preamble to the Declaration of Independence: "We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness."

In the context of Jesus' life and actions, He treated each person who came to Him with respect, recognizing their intrinsic value. As Bill Hybels said, “We have never locked eyes with someone that did not matter to God.” Christians, in particular, need to grasp this truth. We may disagree with people, but we don't have to be disagreeable.

It's about your attitude.

You can either see people as assets or enemies. If you view them with suspicion, they will sense that and not be drawn to you. If, however, you're one of those who believes that every stranger is simply a friend you haven't met yet, you will have no shortage of friends. Treat people as you wish to be treated (the Golden Rule). As Ralph Waldo Emerson said, "Trust men and they will be true to you; treat them greatly and they will show themselves great."

Let's look at some good habits to develop if you want to be a people person.

• Smile.

This is so easy to do and makes such a big difference. Have you noticed that a smile is infectious? Try it on the next person you meet. Smile and greet them warmly. First impressions are important and a smile gives a good first impression. Most of the time it is reciprocated. When it's not, let it go.

• Show genuine interest.

Don't pry - that can be creepy. But allow the other person to tell you something about themselves. Engage in the conversation. One thing I've learned is that everyone has a story, everyone has dreams, and everyone wants to be heard. The problem with many of us is that we're often too busy talking about ourselves to listen. Good listeners are never lonely.

• Remember names.

This is something I have to work on. I remember when I first came to my current congregation. I met a man in the foyer before the service and we talked for a few minutes. As he left I said, "Goodbye Fred, it was nice meeting you." Now sixteen years later he has still not forgotten that I remembered his name. (I wish I could do that all the time). One method to try is to use the person's name three times in a conversation before you say goodbye. That helps to match the name with the face in your memory bank. There's no sweeter sound to people than their own name.

• Add value to people.

What can you do to make a difference in the life of the people you meet? Can you connect them with someone? Can you share information with them? Can you buy them a coffee? This afternoon I was in the drive-thru at the coffee shop when I noticed a friend of mine was in the truck behind me. I decided to be nice and buy his coffee. When I pulled up to the window I was surprised to find that the vehicle in front of me had already purchased mine! None of us spent a lot of money, but the kindness brought a smile to all of our faces.

Let me conclude with some helpful quotes on the subject:

• "This is the final test of a gentleman: his respect for those who can be of no possible service to him." - William Lyon Phelps
• "To love a person means to see him as God intended him to be." - Fyodor Dostoyevski
• "The most useful person in the world today is the man or woman who knows how to get along with other people. Human relations is the most important science in living." - Stanley C. Allyn
• "You have two choices: You can act as though you tolerate people, or you can appreciate people. Those who appreciate people are going to make others more comfortable." - Roger Ailes
• "If you judge people, you have no time to love them." - Mother Teresa

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Creating Positive Change

Change - one of the most feared words in some organizations and the defining ethos of others. As we lead, it's also one of the prerequisite skill sets: the ability to navigate change successfully. That being said, I find the following quote from Lyle Schaller particularly insightful.

"Anyone seriously interested in planning social change would be well advised to recognize two facts of life. First, despite the claims of any, relatively little is known about change. Second, much of what is known will not work."

Now that we have that disclaimer out of the way, let's look at some keys to bringing about successful change in an organization.

• Be willing to change yourself.

If we are going to lead change, we must first model the adaptability required for change. There are some leaders who resist change in their own lives, yet expect others to be enthusiastic about it. Here's the how-to on personal change.

1. Admit the need to change.
2. Assume responsibility for that change.
3. Evaluate - why am I the way I am?
4. What can I do about it? Set personal goals. Find a mentor.
5. Start today.
6. Celebrate when you get there.

If you are comfortable with change, your people will be much more likely to follow.

• Lead for the benefit of the people.

People know when they matter and when they don't. In order to be a change agent that lasts, you must first win the hearts of your people. See The Levels of Leadership and remember, "People don't care how much you know until they know how much you care." If people don't believe that you have their best interests at heart, they will not follow and will resist change.

John Maxwell uses an illustration where coins represent influence. When you are brought in to your new position you are given a certain amount of coins, which represent influence. When you make a good decision, an people recognize it, they give you more coins. When you blow it, you give some back. The wise leader recognizes whether they have enough coin to attempt a specific change. The more coin they have collected, the greater risk they can take. But be careful, when you run out of coin it's time to call U-haul.

• Create an environment where change is normal.

Begin small, but make positive changes. It's generally best, at least at first, to add rather than subtract. Give more options. This can demonstrate why the change you propose is better than its predecessor. Get some wins under your belt. As seen in the example above, this allows you to move to more substantive changes that will move your organization forward. You will find that as the organization moves forward, change becomes easier. It's much easier to steer a ship when it is moving; it's impossible when it's standing still. John Maxwell gives some very helpful tips for creating a climate for change in his book Developing The Leader Within You.

1. The leader must develop a trust with people.
2. The leader must make personal changes before asking others to change.
3. Good leaders understand the history of the organization.
4. Place influencers in leadership positions.
5. Check the "change in your pocket."
6. Good leadsers solicit the support of influencers before the change is made public.
7. Develop a meeting agenda that will assist change.
8. Encourage the influencers to influence others informally.
9. Show the people how the change will benefit them.
10. Give the people ownership of the change. 

• Be a vision caster.

People want to know why a change is taking place. They want to be convinced that this is a good thing and will benefit them and the organization before they commit. A skilled vision caster will paint a picture of a preferable future. Remember the Pareto Principle (20/80). Invest your time in influencing the 20% of your people who can help you influence the rest. If your top 20% aren't with you, wait, or be prepared for a long battle and likely failure.

So share your vision. Why is this a good idea? Remember that the goal is to move the organization forward and to improve the lives of your people. As Max Depree said, "In the end, it is important to remember that we cannot become what we need to be by remaining what we are."

• Make incremental changes when necessary.

Sometimes major changes are necessary; and sometimes major changes in direction will result in many people being thrown overboard. The more established the organization, generally speaking, the more gradula th changes need to be made. In a quote from the church world, Pastor Ron Stewart says that "Every church will turn 180 degrees in 10 degree increments."

• Celebrate the victories.

Find creative ways to have a party when a change has been successful. This will help to create an environment where change is seen in a more favorable light and will likely make the next one easier. Make heroes of the successful change agents in your organization if that is a value you want duplicated. Remember that "what gets rewarded gets done."

Quotes on change:

• "The leaders in any organization must be the environmental change agents." - John Maxwell
• "Great change dominates the world, and unless we move with change we will become its victims." - Robert F. Kennedy
• "If you want to make enemies, try to change something." - Woodrow Wilson  
• "The foolish and the dead alone never change their opinions." - James Russell Lowell
• "If your horse is dead, for goodness sake - dismount." - Eddy Ketchursid
• "It's the most unhappy people who most fear change." - Mignon Mclaughlin

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Key Leadership Qualities - Adaptability

I decided to expand upon some ideas presented in John Maxwell's book "The 360-Degree Leader." In the last chapter of the book he writes about the value of a 360 Degree leader. There are a number of qualities which Maxwell suggests these type of leaders have in common. Over the next few days I'm going to do a posting on each of them The first is this: Adaptability - Quickly Adjusts to Change.

It was Bill Gates who wrote: "In three years every product my company makes will be obsolete. The only question is whether we will make it obsolete or someone else will." It's a lesson that Jim Balsillie from RIM of Blackberry fame has been slow to pick up on. While other companies are trotting out new innovations that are wowing consumers, RIM is losing market share (and stock value) as they take their time. It's not that RIM is doing anything wrong - in fact, they may recover - it's just that they are giving the perception that they can't change fast enough.

It really doesn't matter in which field you find yourself, if you are unable to adapt in a rapidly changing competitive environment, you will be left behind. Conversely, adaptability is the ability to change (or be changed) to fit changed circumstances. Let's look at some truths about change that each of us should know.

Change is inevitable. Someone has said that the only constant is change. That is certainly true in the business world. Charles Duell, Commissioner of the U.S. patent office in 1899, famously said "everything that can be invented has been invented." Not so much. Recognizing that change is inevitable should change our perspective and our attitude.

A perspective that recognizes this truth allows us to prepare for the unforeseen and to avoid the success trap of resting on our laurels after victory. It keeps us pushing for a better way and investing in the future. An attitude that sees change as inevitable embraces it as a friend and enables us to become change agents, rather than victims. As Dwight Eisenhower said, "Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him."  

Early adapters usually win. I qualify this with a "usually" because there is a danger on the cutting edge. Pushing for change too soon can result in mistakes and failure. Failing to adapt quickly can also be fatal, however. Author Eric Hoffer made this profound statement: "In times of profound change, the learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists." The key is to always be learning. Change is rarely about one idea; it is often about a convergence of ideas into a workable one. Succesful organizations will foster an atmosphere of creativity and embrace change.

People react to change differently. As Maxwell states in "The 360-Degree Leader," there are early adapters, middle adapters and late adapters. Early adapters "get it" quickly. They'll run with a new idea and see the value in it before most will. Middle adapters will grasp it once they have time to process it, while late adapters will sometimes only accept it once they realize it's inevitable.  

The key truth to take from all of this is the need for personal growth. I've met many people who believe that once they got the certificate, the office or the job that they had arrived. It doesn't take long until realities and circumstances change and, unless adjustments are made, they're left behind. If we're not careful, we can end up like the unfortunate ones who are "beautifully equipped to deal with a world that no longer exists."

How would you rate yourself on your adaptability? If you think this is a weakness, try something new. Take a course, read a book outside of your field, find a new mentor. We'll give the final word to Helen Keller: "Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure, or nothing."  

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Are You Teachable?

As a leader for many years, and one who has been responsible for filling both staff and volunteer positions, I’ve had to think long and hard about the qualities to look for in a candidate. As I’m interviewing people, one of the biggest things that I’m looking for is teachability.

Everyone, of course, must first pass the Character test – are there flaws in this person’s character that will eventually cause them to self-destruct? They also must pass the Competency test – if hired, does this person have the skills necessary to fill the role they are being asked to fill? Beyond those two obvious ones – and competency can be acquired – one that I believe strongly in is the Capacity for Change test. In other words, is this person teachable? Can they learn?

Let me explain why I have placed this criteria right near the top of my list. If I know anything about leadership it is this: good leaders are life-long learners. So here’s the question: how can we be sure that we are continuing to learn? What does it mean to be teachable?

1.       Being teachable is more about attitude than aptitude.

Many years ago the Carnegie Institute analyzed the records of ten thousand people and concluded that 15 percent of success is due to technical training. The other 85 percent is due to personality, and the primary personality trait identified by the research is attitude.

While having a lot of talent is helpful, I’d much rather have someone with a teachable spirit than a Mensa member who already thinks they know everything. The reason for this is obvious: no-one knows everything. A potent combination is the person with great talent who is also teachable.  

We see examples of this in virtually every major sport. Young phenoms arrive on the professional scene having dominated everyone in their age group throughout their life. But once they reach a certain level, they find themselves competing head-to-head with others with similar track records. Those who go on to have successful, even spectacular, careers, are those who continue to apply themselves to learning new skills and techniques, and who embrace the discipline necessary to take their game to the next level.

If this is a weakness for you, John Maxwell, in his book Developing The Leader Within You recommends two things to help change your attitude: First, say the right words, read the right books, listen to the right lessons, be with the right people, do the right things and pray the right prayer.

The second was to do number one every day, not just once or only when you feel like it, and watch your life change for the better.

2.       Being teachable is more about humility than ability.   

This may seem like the same thing at first blush, but it’s not. Humility is all about recognizing that we can learn from anyone; it’s the understanding that there is much that we don’t understand.

John Haggai, author the outstanding book Lead On wrote that: “The man who knows everything, learns nothing, and so it is a humble attitude that sets the stage for the knowledge and know-how that lead to success.” It’s the humble person who realizes that we learn more when we listen than when we talk.

When Harry Truman was thrust into the presidency after the death of Franklin Roosevelt, a friend took him aside: “From here on out, you’re going to have lots of people around you. They’ll try to put up a wall around you and cut off any ideas but theirs. They’ll tell you what a great man you are, Harry. But you and I both know you ain’t.” There’s an important lesson here – we all have a lot to learn.

3.       Being teachable is more about the future than today.

As Mahatma Gandhi said, “The difference between what we do and what we are capable of doing would solve most of the world’s problems.” This speaks of potential. The person who is not teachable is placing a hard cap on their own potential. They are denying themselves a preferable future because, being unwilling to learn, they will be unable to change.

All of the good leaders that I know have a personal growth plan. They’ve actually sat down and looked at what they are doing to develop their leadership abilities in order to be better tomorrow than they are today. Benjamin Franklin said, “By improving yourself, the world is made better. Be not afraid of growing too slowly. Be afraid only of standing still. Forget your mistakes, but remember what they taught you.”

I believe that we have an obligation to our Creator to make the most of what He has given us. In the church it’s called stewardship. The question for all of us is this: what are we doing today to make us better tomorrow? Make a determination that you will begin today to make positive change. Here are a few suggestions:

Read. Many years ago I made a commitment to read from a wide variety of points of view in order to be relevant when I spoke. I read numerous newspapers and magazines as well as books ranging from biographies to novels, works of history, leadership, politics and theology. This helps to keep my mind active.

Listen. When I’m traveling by myself I’ll carry CD’s on Leadership from a wide variety of speakers. There are any number of downloadable podcasts out there as well that are well worth the time and effort. Also, make it a habit of listening to those around you. Cultivate an attitude that asks, “what can I learn from this person?”

Attend Conferences. I have made it a habit to attend at least one major leadership conference yearly in order to stay fresh. At this writing, I’m looking forward to The Leadership Summit in two weeks time. I find that the wide variety of speakers and ideas helps me to think creatively and challenges my assumptions.

Expose yourself to successful leaders. The internet is making our world ever smaller. We all can easily avail ourselves of the best resources from the best people. But also, as a pastor, I enjoy visiting great churches. When I’m on vacation, I try to arrange plans so that I can visit churches that are doing great things. It helps to broaden my mind and change my opinion of what’s possible.  

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Levels of Leadership

This is from John Maxwell's classic lesson called "The 5 Levels of Leadership." I first heard this lesson over twenty years ago and have used the material often myself. It's good common-sense information.

Below is a quick summary:

Level 1: The Position Level - Rights. People follow you because they have to. Many aspire to have a title, not recognizing that this is the lowest level of leadership. We've all worked for bosses who weren't good leaders. We follow them only to the extent that our job description demands. Move from this level as quickly as possible.

Level 2: The Permission Level - Relationships. People follow you because they want to. At this stage you are actually leading. People like you, so they will follow you beyond their job description. They will do what you ask not because they must, but because they want to.

Level 3: The Production Level - Results. At this level people will follow you because of what you have done for the organization. You have demonstrated that you are good at what you do and that you are able to generate results. At this level people believe in your abilities and will allow you more leeway.

Level 4: People Development - Reproduction. You reach this level with people when you've made a difference in their lives. They are willing to follow you because of what you've done for them. At this level you've demonstrated not just your ability, but that you care, and followers at this level want to be like you.

Level 5: Pinnacle - Respect. When I first heard John Maxwell teach this, he called Level 5 Personhood; those who attained this were legends. It was reserved for people who had built life-long legacies of effective leadership - people like Billy Graham. Those who have reached this level are sought after by other leaders because they have proven themselves. They represent excellence and integrity.

There are a whole series of lessons that can be taught based upon the 5 Levels of Leadership. John has recently written a book on this subject. I have not read it as yet, but  I will soon. These lessons are highly recommended for anyone in leadership, and especially for those who are developing other leaders. Below is a link to the book.

The 8 Nations of Innovation - Rick Warren