Managing Change From The Inside Out

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MANAGING CHANGE FROM THE INSIDE OUT !

TIM MILESthedailyblur.com

THECONFERENCEHIGH

Choleric

PhlegmaticSanguine

Melancholic

The 4 Temperaments observed by Hippocrates, 460 BC

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Wizard

Choleric

Healer

PhlegmaticWarrior

Sanguine

King

Melancholic

The 4 Archetypes named by Carl Jung, 1875-1961

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WizardDriverCholeric

HealerAmiablePhlegmatic

WarriorExpressive

Sanguine

KingAnalyticalMelancholic

The 4 Types described in contemporary terms

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WizardDriverCholericVisionary

HealerAmiablePhlegmatic

Relational

WarriorExpressive

SanguineAction

KingAnalyticalMelancholic

Guardian

The 4 Functions in the modern workplace

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WizardDriverCholericVisionary

HealerAmiablePhlegmatic

Relational

WarriorExpressive

SanguineAction

KingAnalyticalMelancholic

Guardian

The 4 Functions in the DISC Model

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C

I D

WizardDriverCholericVisionary

HealerAmiablePhlegmatic

Relational

WarriorExpressive

SanguineAction

KingAnalyticalMelancholic

Guardian

The 4 Functions in the True Color Theory

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I D

Gold

Green

Orange

Blue

WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

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WHOAREYOU?

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KingAnalyticalMelancholic

Guardian

NT

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SJ

WizardDriverCholericVisionary

NFHealerAmiablePhlegmatic

Relational

SPWarriorExpressive

SanguineAction

SJKingAnalyticalMelancholic

Guardian

Master

NT

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WizardDriverCholericVisionary

NFHealerAmiablePhlegmatic

Relational

SPWarriorExpressive

SanguineAction

SJKingAnalyticalMelancholic

Guardian

NT

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WizardDriverCholericVisionary

NFHealerAmiablePhlegmatic

Relational

SPWarriorExpressive

SanguineAction

SJKingAnalyticalMelancholic

Guardian

NT

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NTWizard

DriverCholericVisionary

NFHealerAmiablePhlegmatic

Relational

SPWarriorExpressive

SanguineAction

SJKingAnalyticalMelancholic

Guardian

SJ

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WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

WHOAREYOU?

“Some men see things as they are and ask ‘why?’ !

I dream things that never were and ask ‘why not?’”

“If it ain’t broke, don’t fix it.”

“If it ain’t broke, don’t fix it.”

Have you ever had your ideas stonewalled by the very people you were hoping would implement them?

Stonewalling occurs when you try to lead people faster than they’re willing to change.

If you truly want things to be different in your company, you must start at the beginning— !

with the guardians.

Who are the guardians in your organization?

Guardians may strike you as stubborn and seem like regimented sticks-in-the mud, wet blankets, and little dudes with badges.

But guardians are also the most fiercely loyal and dutiful employees and your strongest allies.

They value work, purpose, authority, and dependability.

And they often see visionaries as flighty and unstable dreamers.

Guardians believe in authority and organization. They value structure and belonging. They consider work and service to be high virtues. They arrive early and stay late, their shoulders beneath the burden. And they are the most resistant to change.

The secret to winning the guardians? Win their counsel early. “This is the problem I believe we must correct. But in our attempt to correct it, what must we safeguard at all costs? What is working well for us?  

The secret to winning the guardians? Win their counsel early.

!

“What must not be changed?” 

If you have the patience to win the Guardians instead of simply steamrolling over them, you will have gained the power of implementation and guaranteed the success of your plan.

“What is working well for us?” “What must not be changed?”

Get your guardians on board early.

Get your guardians on board early.

Engage your relationals.

Get your guardians on board early.

Engage your relationals.

Unleash your action folks.

Now ...

Are you willing to pull the trigger? Are you prepared to quit holding meetings, forming committees, and talking to go and DO something? Nothing changes until action is taken.

How?

1. FOCUSWhat is it you’re trying to make happen?

Say it simple. Say it plain.

How will you measure success?

What’s a happy ending?

2. EVALUATEWhat’s holding you back?

Name the limiting factors.

Say them simple. Say them plain.

3. PRIORITIZEWhen two of your goals come into conflict, which one bows the knee?

Prioritize your objectives.

4. BRAINSTORMHow can we nullify limiting factors?

What levers can we use to dislodge impediments?

Look outside your industry for solutions.

!

5. IMPLEMENT

1. Know your destination.

1. Know your destination. 2. Just start walking.

1. Know your destination. 2. Just start walking. 3. Then don’t stop.

1. Know your destination. 2. Just start walking. 3. Then don’t stop. 4. End each day by reviewing your progress.

1. Know your destination. 2. Just start walking. 3. Then don’t stop. 4. End each day by reviewing your progress. It’s that simple. If the end of the day finds you at the same place you were this morning, then make any small step before your head hits the pillow.

Any. Small. Step.

The magic is not in the size of your steps. But in the relentlessness of them.

“Money will make me happy”

?

Rosabeth Moss

Kanter

Membership

Mastery

Meaning

“True Happiness

Comes From Within”

?

Will you take the

Happiness Challenge

?

If not… ?

Single Task Isolation Not A Marathon Review Preview / Prepare Batch Email/Phone !

WARNING: By doing these things, you may begin to expect good things to happen to you.

CHRIS BROGAN 10 August 2010

What goes into making success happen? Work. Work with a little bit of preparation and a lot bit of follow-through. You want to write a book? Schedule writing times. You want to get fit? Plan ahead and have healthy snacks in the house. Plan your sleep schedule and get up earlier in the morning to work out when your metabolism wants it more.

You want to get rich? Spend less, earn more, and find ways to earn while you sleep. You want more attention? Blog, make videos, get out to events, go out and hungrily find the audience you need. Sharpen your pencil. Use the pencil. Follow through. It doesn’t get much simpler than that. But it sure isn’t easy.

TIM MILES www.THEDAILYBLUR.com @THEDAILYBLUR

MANAGINGCHANGEFROM THE INSIDE OUT