Tips collected from the discussion on spreading one's values into the rest of the organization...
- To convince someone of a solution, you need to help them first see that there is a problem.
- Pick your battles: Work on only the highest priority changes, to avoid overwhelming your audience.
- Build credibility. Start with a small change, and let its success build your argument for the next change.
- Start a forum where team members can share their ideas. Avoid being the lone pontificator on the mount, and instead create a lunch-n-learn atmosphere, where you can be one of many presenters.
- Lead not through addition (adding followers), but through multiplication (creating leaders).
- Experiment on your side projects. You'll never convince people to risk a wacky new methodology on their huge, stressful, already late, career-defining project.
- Build relationships first. Show that you care about the team's success, that you are a member of the team, in order to build trust. One-on-one contact can convey this valued trust—I want to share this with you.
- You've followed many steps to come to a conclusion. You need to help your audience down that path, too. Simply handing them the conclusion will not be compelling or convincing.
- Passion may start a revolution, but persistence and perseverance are required to see it through. You may get tired of fighting, but lasting change requires more time than you think, so you have to keep fighting.
- Remove friction to adoption. Make it easy to do the right thing.
- Let your audience ask for "what's next?" Give them a taste of it, and then step back and wait. Let the quest for improvement become their idea.
- Discuss ideas, not tools. Teach critical thinking.
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