Creating a Mindset for Change-Influencing Others Part 7 | Laura Goodrich | Skillshare

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Creating a Mindset for Change-Influencing Others Part 7

teacher avatar Laura Goodrich, Global Workforce Innovator

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

11 Lessons (13m)
    • 1. Introduction

      0:20
    • 2. The 70 percent

      0:43
    • 3. The 70 percent continued

      2:11
    • 4. The 70 percent Self Reflection

      0:18
    • 5. Understanding the Dynamics

      0:48
    • 6. Understanding the Dynamics continued

      2:31
    • 7. Understanding the Dynamics Self Reflection

      0:19
    • 8. Ambassadors

      0:53
    • 9. Ambassadors continued

      4:11
    • 10. Ambassadors Self Reflection

      0:18
    • 11. There’s More

      0:18
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About This Class

This is the seventh video course in the eight-part “Creating a Mindset for Change” series. In this seventh video course, You will learn who will help you in creating a collective mindset for change and who will not. You will understand how to identify those who will help and how to create the opportunity for dialogue and trust with those who do not quite know how they fit in. You will learn about the power of stories in creating a mindset for change. All eight video courses are intended to be taken in sequence with a spaced learning approach. The idea is to take one part of the eight-part video course each week or every other week, allow for a period of time to pass, and then consider the concept again in a different way by taking the next part. While beginning at the leadership level, the fundamentals taught in these videos are meant to spread throughout your organization - leaders take the program and then disseminate it to their team members, all with the intent of creating a culture of embracing change within the organization.

Meet Your Teacher

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Laura Goodrich

Global Workforce Innovator

Teacher

Laura Goodrich, Global Workforce Innovator and Change Expert, has over twenty-five years of professional experience, 19 of which was spent as an innovator, speaker, coach, and advisor to leaders worldwide and a distinguished voice on change and the future of work.

Her message is startling and difficult to hear but her approach is compelling, hopeful and inspirational at the same time. She's is one of the most powerful and relevant thought leaders of the day. Goodrich hosted three TV shows, a radio show, is the award winning author and producer of four internationally distributed films and the book and film "Seeing Red Cars: Driving Yourself, Your Team and Your Organization to a Positive Future", which is described to be 'tra... See full profile

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Transcripts

1. Introduction: welcome to creating a mindset for change. A cinematic micro learning Siris in Part seven. Influencing others, you'll learn who will help you in creating a mindset for change and how to create the opportunity for dialogue and trust with those who did not quite now how they fit in. 2. The 70 percent: who will help to create a collective mindset for change and who won't consider the power of 70%. We learned in earlier chapters that 70% of our thoughts are focused on what we don't want to happen. 70% also represents the percentage of people in any given group that could be advocates for change and his leaders in your organization. This is the group of people that deserve your attention. In the next mind trader. You will be better prepared to implement a plan for engaging the groups which will eventually build a positive outcomes culture in your organisation. So let's watch Laura. She explains who they are. 3. The 70 percent continued: when people begin to see themselves in the same Red cars mindset, one of the things they quickly do is focus on someone in their life that is kind of a pain , in fact, maybe a complete pain, and they begin to consider how they might influence them. When we look at any given group, whether it's an Organization of Faith group, we find the individuals fall into three categories. One, the 20 percenters. We call them the ambassador's. They're very forward thinking, innovative leaders who want to be a part of the solution. 50% of any given group fall into the category of back seat centers or fence sitters. They're more neutral in their position. 30% of any given group. Our detractors. They are the Henny Penny. The sky is falling, folks, they complain. They commiserated that catastrophe eyes like the world, is going to meet. It's demise at the hands of Facebook. Like I mentioned, people really want to put energy into the 30 percenters. Why? Because they're a pain because they're problematic. What I have found in over 17 years of working with teams and organizations that are experiencing change, the 30 percenters are not ready, and some may never be. They will not hear you, period. So here's my suggestion. Identify the ambassador's. My guess is that you are one. Most of the time. Ambassadors are the individuals that want to be a part of the solution. So know your ambassadors, identify your backseat centers. You're 50% owners and developed communication between these two groups. Once the back seat sitters are able to have conversations, they'll begin to see themselves in the mix as a part of the process. Think of it like this. 20% ambassadors, plus 50% backseat centers. You've got 70% and there's great power in really igniting conversation and getting them engaged. I have a bold pronouncement. It is possible for an entire organization of employees who are seeing red cars to hit critical mass, in which the intentional focus becomes as self sustaining mindset. 4. The 70 percent Self Reflection: Oh! 5. Understanding the Dynamics: organizations will succeed when they consciously aligned people's greatest strengths and interests with the task that need to be completed. This alignment will create a change adaptive culture when you have an adaptive culture employee's view, change as exciting and challenging. So now is the time to look at your greatest assets, your employees, the people that make up your team. Are they engaged and striving for personal and professional improvements In the next mind trigger, you will be better prepared to understand the power of creating a mindset for change and how, over time it will influence the detractors in your organization. In this next video, Laura gives real life examples of what this program can do for you and your organization. 6. Understanding the Dynamics continued: a number of years ago I was working with a company are call it Red Tack. I had the privilege of working side by side with a very passionate vice president of engineering. His name was Robert. It was a biomedical company, and Robert recognized that the company in general had a tendency to focus on what they didn't want in meetings and almost everything. He deployed an entire process of focusing on positive outcomes on missing Red cars mindset . Through that process, I did a 12 week program where people from all over the organization were able to participate. At the end of the 12th session, there was a woman that was waiting for me in the back of the class. You could tell that she wanted to speak alone. She said, Laura, no one in my life ever asked me what I want and frankly, it made me nervous, and I began to explore my greatest strengths. Now I know what I want. I want to work in accounting. So since we've started this program, I've gone to the community college and I signed up for the accounting program. Carlo is a 50% or she was a back seat sitter, not negative by any means, just neutral. By having conversations with many other people around her, she was able to get clear about what she wanted and to take action toward that. And then there was George. George was a 30%. He was a Henny Penny. The sky is falling kind of guy. He had no interest in focusing on positive outcomes, but we didn't focus on him. We focused on the 20 percenters and the 50% of and then something happened that was quite remarkable. There was a group of leaders sitting in a room when George the 30% was giving a tour to a group in the biomedical facility. And here's what we heard him say. Welcome to read Tech, everyone. I'd like to tell you how we are able to create the great success that we have. You see, we have a very strong culture of focusing on positive outcomes. All of us do. We know what we want individually, and we know what the organization wants. Those of us that were sitting around the table could not believe those words came out of Georgia's mouth. How could it be he had been resistant for three years. It's a process, not an event, that will require you as a leader to forge forward and focus on the 20 percenters and the 50 percenters to create the needed mo mentum and positive outcomes that others need to witness to get behind the wheel. That's the power of the seeing red cars mindset. 7. Understanding the Dynamics Self Reflection: Oh! 8. Ambassadors: it is important to clearly establish a plan for leading your team or organization through the creating a mindset for change process. An important step is to recruit people that can influence others by their example. Ambassadors are influential people that lived the behavior you want to emulate. This'll appeared appear. Exposure is powerful in getting everyone on board. Ambassador stories can be a video testimonial audio interview For a simple written story. In the next mind trigger, you will be better prepared to discuss with your team the impact Ambassador stories have on building a positive outcome. Culture. So what is an ambassador look like? Take a look at the following healthcare employees who exemplifies the behaviors this health care organization wants to see in all their employees. 9. Ambassadors continued: We're just gonna get you back and get the wait here. Okay? Okay. I think the role of primary care is to kind of try and grab all those pieces that are pertinent to the person you're seeing and make it relevant to them way. Like working together. We all have the same goal of making things as easy for patients as possible to get through . Sometimes it seems like a daunting system. Darryl started out with just a little bit of high blood pressure on would be fainting or near fainting when he was teaching. And he ended up having a heart attack that caused a lot of issues. A couple of times, he was quite ill. And he was, I think, in a chemically induced coma for a period of time when I was there and I couldn't see and I couldn't move, I heard people talking. A nurse called me by my name. No, I'm your nurse. I'm here to Bayview. I know you can't speak, but I'm gonna try to understand what you want. I just felt wonderful. He eventually ended up having open heart surgery and did not recover well from that because he had a coughing fit and broke open the searchers in his chest, and so they had to take him back to the O. R. They wheeled me down the hall, a nurse said to me, Hi, how you doing? And I said, I'm frightened and I don't want to die at this process She said, Way don't have patients start Her words were so from heaven, making me feel good about what was gonna happen and making me feel good about myself. He had a point where he needed to decide whether he should is. He said, Go to the light or come back And he I chose to come back because he really felt that people were carrying for him. I got fears. I got fierce about returning to work. I got fears about facing students again. Feel up for doing 10 minutes again today. He wants to be able to stand in front of a classroom for several hours. What does he need to do of therapy wise to be able to do that so it takes several visits of talking and finding out their lifestyle because she's tailoring her conversation. I think to the patient. I tried to gear it towards the level of education and lifestyle. It's really hard to trust somebody in to share with them intimate details of your life here . I'm not a whole person anymore because I'm a new mechanism inside and I'm very gonna be very limited. And I gotta understand those limits. It takes time to develop that. I just think it's so That's a wonderful thing. It makes me feel very good. It's better to kind of help guide to make their own decisions on their own path rather than that I'm gonna, you know, fix things. I can't really fix things. She's built up with me, a relationship of trust, and I trust her. I think the best one is when you really make that connection and you kind of see the light go on and the person Oh, I can take care of this or they really want to work together and get improved. Health 10. Ambassadors Self Reflection: Oh! 11. There’s More: way have more for you. Part eight. Building awareness is available now in this part you learn about and commit to your role in influencing a self sustaining, intentional culture of focus and hot of fuel future growth.