How can you disrupt the status quo in a conservative organization?

Even in the most conservative organizations... you'll find people willing to be open and listen. You'll want to identify these people - especially those with power and influence who can help to open doors and bust through barriers. You don't need everyone to be open to your idea (in the beginning)... but you will need some. Find your people.

The first step to challenging the status quo of an organization is to determine what you want to change. There may be many opportunities for change in a company, but it's best to focus on a specific task to start with..

It's not just about disrupting the status quo, but making sure the disruption is done with strategic intent. This is to ensure that changes are done with lasting effect. I know something about conservatism as our Group has been around for over 7 decades so naturally our ethos and culture is embedded with elements from a different era. The more one understand athe context and the background, the easier it would be to approach the issue in an intentional way

Disrupting status quo in a conservative organization calls for strategic steps: Have a clear vision; Propose ideas that align with the organization's core values; Communicate effectively; Involve stakeholders early; Show how change will result in tangible improvements; Always link proposed changes to the broader picture and long-term benefits, be patient, disruption isn't an event, it's a process. Last but not least, stay resilient. Changes often face resistance. Don't let it deter you. Press on! #ChangeManagement #Leadership #Innovation

Change is a necessity for survival Adapt or die right? Perhaps a little aggressive… but the reality is that the pace in which business, technology and customers are evolving, we don’t have a choice but to continually adapt. And not just to keep winning, but just as a baseline for survival. "Brands that evolve in the present are involved in the future." The trick is to teach and embed a culture of constant evolution. Of small regular changes. This is how we survive and remain present in the future, not that we’re terrified of, but one in which we’ve bene a part of creating.

You need to be empathetic, yet steadfast about the execution of your program. Communicate to every stakeholder (especially the leadership) and do road shows to build support. Any change is always resisted. But, with effective management and support from the leadership, change can be effectively implemented

Many people are hesitant to share their idea. They think, it's not good enough or someone else will take it. But the act of sharing the idea will make it stronger - if you're willing to listen and build on the feedback you recieve. And many people aren't willing to do the hard work needed to lead ideas that go against the grain. We lack leaders to lead ideas - so don't be afraid to share. If you're willing to lead (it takes courage, tenacity, humbleness, and strength) - then share your idea with as many people as you can.

Communicate your vision but take the time to get to know the players. Conservative organizations have often been that way for a long time. Take the time to understand the existing culture, traditions, and the history of the organization, which is important to much of the staff. Let them get to know you, too. If you do this before shaking things up your ideas may have a better chance of being well received by the larger group.

Crafting a vision starts with understanding your core values & goals. Clearly define them, make them compelling yet attainable. Communicate with passion & simplicity, using stories or analogies. Be consistent, modeling what you envision. Lastly, encourage team's input. Together, we can bring our vision to life. #Leadership #VisionCommunicatio

Vision is crucial! Without knowing where/what the organization is moving towards you can't: 1) Set yearly, quarterly, or monthly organizational goals 2) Define and assign tasks to those goals in #1 3) Provide your personnel with MEANINGFUL and MEASURABLE work to do 4) Articulate the impact of the work conducted by your personnel 5) Link your mission and objectives to higher level organizational objectives and vision 6) And So Much More Organizations without vision will flounder and collapse. You can't make recommendations on what to change or influence change if you don't know where the organization is currently moving to. Luckily, if the organization doesn't have a vision, you can lead the charge to initiate and install one!

In my experience, as a leader you need to empower the team and facilitate them with the trainings and skill set. Communicate and follow up- listen to the challenges they are facing. It will be a slow process but finally will create impact.

Its hard for some leaders to "give up" power and empower others but this is necessary if we want to truly empower and disrupt the conservative ways of doing things. For change to take root and flourish, people need to be involved so that they feel ownership for the change, and empowering them is one way of doing that.

Il y a un outil que je trouve puissant dans le management du changement et qui permet d'impliquer les membres de l'équipe dans le processus, sur l'ensemble de la chaine de valeur. C'est une méthode d'intelligence collective inspirée de la fa?on de faire de Walt Disney. L'équipe prend 3 casquettes successives : Créatifs : toutes les idées, même les plus farfelues sont les bienvenues à ce stade. Puis réalisateurs : en partant des idées, comment concrètement on peut les mettre en oeuvre. Et enfin critiques : on évalue ce est ce qui est faisable, ce qui ne l'est pas, comment peut on améliorer certaines idées etc On recommence jusqu'à ce que le plan d'action soit ficelé, puis chaque membre de l'équipe prend en charge un des points.

If the pace of change in your organisation is slower than the pace of change outside, your organisation will die. Team members must be made to understand that disruption is not optional, it is a matter of survival! There must therefore be total buy in from the team and once that happens, empowerment must follow. Another important element is setting the right culture within the organisation to help facilitate this process. The best way to make that happen is to create a safe environment but yet stimulates your people each and every day.

I love it that my 'disruption team' have different skills and ideas that will intelligently implement the vision! I recognise that each team member's contribution must be valued. We are still in the early phase of the disruption. However, I know that I need to gather a senior team around us to give us the encouragement and empowerment for difficult times ahead.

Get ready to "bang the drum". Even the most amazing, value-additive idea will require some degree of repetition at the same cadence and frequency, generally even with the same tone, to materialize itself within an organization. The bigger the idea, the more stakeholders impacted, generally speaking. Play your "song" for multiple levels of the organization in appropriate settings, you'll eventually be heard and hopefully, the merit of your idea outweighs any risks of adoption. Good luck!

Experimenting and learning is integral to disrupting a conservative organization. You must be able to demonstrate the value of your concept to gather more support. A vision is one thing, but putting it into the work and executing it is another. It doesn’t have to be perfect, it just needs to be on a growth path. And have fun!

Encouraging a Culture of Innovation is the best way to motivate teams to experiment and learn. To sustain disruption, fostering a culture that values innovation is key. This can be achieved through regular forums for sharing ideas, rewarding innovative thinking, and providing a safe space for experimentation.

Plan, plan and then plan more. Develop plans with an expected failure and how to navigate the failure in the event it might happen. Believe that your plan is sound but prepare for the worst so that you're never caught off-guard. Learn to be adaptable and remain calm in a crisis. As leaders many look to you and will pick up on your body language, tone -of-voice and actions and then alter their own in response. Lead by example and make sure to be genuine & compassionate. Being Agile and remaining calm amidst a very volatile marketplace will allow you to be ready for anything that happens and handle anything that comes up with the full trust of your team and co-workers.

Now this is spot on! Design thinking can spur ideas and possibilities that otherwise may have been missed. Experimenting drives innovation.

Disrupting Norms: VIA my top 3 Coaching Strategies Cultivate Coaching Culture: Foster a proactive coaching culture that promotes continual growth, encouraging individuals to surpass their potential. Leadership Programs: Implement innovative leadership coaching programs that emphasize adaptability and innovation, empowering leaders to navigate change effectively. Real-Time Feedback: Prioritize dynamic real-time feedback in coaching, providing immediate insights for ongoing individual and team development. Embracing these strategies can redefine traditional approaches and propel organizations toward a future of continuous growth and adaptability. Don't do it all at once & make sure to find the earlier adopters and build momentum with them

Celebrating and rewarding progress within a conservative organization is vital for maintaining momentum in the face of disruption. Recognizing both small wins and significant milestones can energize your team and reinforce the value of change. This acknowledgment can be formal, through rewards and public recognition, or informal, such as personal thank-yous or team celebrations. It's not just about the end result but also valuing the process of innovation and the willingness to take risks. This positive reinforcement can build a culture that appreciates forward-thinking and adaptability, crucial components for any organization looking to break away from the status quo.

Acknowledgement matters. Every person regardless of their title or role deserves to be acknowledged for their time and willingness to have a conversation. Expressing gratitude through personalized notes or an unexpected surprise celebrating the people involved, really demonstrate your thankfulness and thoughtfulness.

It's vital to shift our perspective on failure. Traditionally, success is the focal point of reward structures, but it's equally important to recognise and reward failures. This approach fosters a safe environment where taking risks and making mistakes are not just tolerated but valued and celebrated as crucial learning opportunities. We often hear that failure is the best teacher, and it's true. The lessons learned from setbacks are usually more valuable than those from successes. By rewarding failure, we acknowledge it as an integral part of development and innovation.

I have challenged my team this year by adopting the motto DARE to Make it Happen! This acronym stands for: Decisive Adaptable Resilient Engagement All hallmarks of effective and successful people. When our leaders can exhibit these characteristics, we will be in a position to lead by example and make effective changes.

Aw..the old motto of walking the talk comes to mind here. People learn to trust what people do verses what they say. True leadership is unafraid to admit a mistake because they understand that failures lead to solutions simply as a result of attacking the problem a different way. People will be more apt to practice disruption when they understand that failure is ok.

Leadership often conjures up notions of authority, directives, and top-down management. However, authentic leadership happens by setting an example, not just giving orders. "Leading by example" is more than just a catchy phrase, it's a philosophy that navigates the reflective path of honesty, integrity, and personal accountability. When leaders embody the behaviors they hope to see, they pave the way for a culture of trust and engagement. They inspire their teams by demonstrating that they aren't just followers of protocols, but also pioneers of progress. This essence of leading is empowering as it creates an atmosphere of collective ownership. #Leadership #LeadByExample

Being Patient and Persistent are the key components when it comes to leading by example. Patience is paramount. Change in conservative organizations can be slow. It’s important to maintain a steady push for innovation, without overwhelming resistance to change. Persistence, coupled with a sensitive understanding of the organization's pace, can yield surprising results over time.

I've always led by example unintentionally. I understand that in my disruption efforts, I need to model good leadership intentionally. Resilience is key in a disruptive effort. especially where blowback is the order of the day. How I react/respond to backlash, being ostracised by my peers, and general dislike will teach my team how to respond. I also realise that I need to be vulnerable and share my negative feelings with them when the chips are down. They should feel comfortable doing this in turn. Further, in refining my disruptive vision, I've demonstrated that I can adapt the vision and the strategy from good ideas to what actually works. I think we're off to a good start.

Not only in Conservative Organizations, but in any organization - be sure you can figure out and then articulate the ROI for any initiative you want to bring to the table. Facts are facts - Money Talks. So, if you can show savings, show additional revenue, even construct the initiative in a way that it pays for itself, your million of approval soars.

Statüko, hayat?m?z?n her evresinde mevcut durumdan memnun olanlar?n olmayanlara dayatt??? i?leyi?ler silsiledir. Bu durum sadece de?i?ime, denemeye kar?? olan de?il, makro ?l?ekli "yenilik?i mottolu" organizasyonlarda da kar??m?za ??kar. Her de?i?im yeni kadrolar, yeni ko?ullara adaptasyon gerektirdi?i i?in statükocular an itibariyle elde tutulan konumu kaybetmek istemez, ?al??anlar?n? bast?rma e?ilimi g?sterirler. Tam da bu nedenledir ki i?letmelerde sa?l?kl? olmayan ancak kural haline gelen, kuruma de?il ki?iye ba?l?l?k esas olur. Buna da networking ad? alt?nda sponsor ki?i bulmak yetene?i" denir! Statüko de?i?ikli?inin yukar?dan a?a??ya yay?lmas? liderlik ?zelli?iyken, a?a??dan yukar?ya do?ru ilerlemesi ?nemli bir ihtiyaca i?aret eder.

It’s is never easy to challenge status quo in any large size organisations due to multiple layers and hierarchies leave apart conservative organisations. One thing which can work is to keep customers at the center of everything. Today world is changing so fast and customers demands as well. It’s is less difficult to convince people in power to hear what customer demands and accordingly those aspects can be brought in various areas of the organisation whether it is change in policies, change in products or services, bringing faster TATs etc.

The keys are moving slowly but steadily, convincing others of the need, and not appearing confrontational or overly disruptive. Below are some pointers that have worked well for me: Build coalitions. Identify like-minded individuals and teams who are also interested in change from multiple levels and angles. Start small. Don't try to overhaul everything at once. Introduce incremental changes under the radar at first to show the benefits and get people comfortable. Frame change positively. Position new initiatives not as rejecting the old way but rather improving and modernizing operations. Involve resisters. Engage and listen to critics of change instead of disregarding them. Compromise when necessary. Pick your battles carefully!

This is what I consider to be fortunate to initiate some of the key initiatives and got exceptional results - Identify the gap and propose small initiatives and execute it as a pilot - Show small achievements and motivate that organization for taking small risk - Small tactical innovation and implementation of small improvements at branch level and state level could become talking points - Add value to other areas also, coach team, provide them with specific tools for improvement make sure they are utilising the tools. - Maintain consistency what ever initiative you are taking after sometime you would get the results. Make sire to communicate the results.