FOOD FOR THOUGHT
Legitimacy and Agents of Change
“You see, Nina, I’m not sure I belong here. I’m afraid I won’t live up to their expectations. Who am I, really, to lead this project? I want to engage my network to transform my organization. I want products with as little negative impact as possible on the environment and society. I want to rethink how we measure commercial success. But I’m no expert. I talk about social and environmental justice, but what do I really understand about it?”
Many of my conversations with colleagues and clients go something like this. In those moments, my heart and mind are bursting with anger and outrage. My inner voice says, “But OF COURSE you’re legitimate in starting this movement and contributing to systemic change.” I know that’s a nice thing to hear. Yet it offers only faint and fleeting reassurance. So how do I get them to understand that? How do I dismantle this damn imposter syndrome that I myself know so well?”
At the risk of disappointing you, there’s no magic wand. There is, however, one inner truth: you are authentic simply by being yourself. No one can save the world—let alone on their own. However, as agents of change, you can gain influence and impact by acting in alignment with your vision, your power, your joy, and your circles of allies.
As Isabelle, an inspiring and motivating coach, once said: “Legitimacy is the trust you have in yourself. Self-confidence is an inner reservoir.”
What if we stopped waiting for external approval? It’s a really nice bonus, and yet it’s also often a bottomless pit. What if we took a deep breath and transformed this fear—“But do I have the right? Can I do this? Am I capable of starting this movement for change?”—into “It’s time to be the leader I want to be, for the world I want to see”?
Take Action Toward Change
Take a piece of paper or open a note on your phone. List at least 3 items—this list doesn't have to be exhaustive:
education or training that gives you the understanding and tools to act as an agent of change,
experiences, successes, and “failures” that have helped you learn a thing or two about managing change within a given system,
things you do so easily that you don't even realize their value,
the resources and people around you, whether close by or far away (this could be a team, a mentor, a friend, podcasts, books, and so on). These things nourish you on your journey.
All of these elements feed into your “reservoir” of trust and, therefore, your legitimacy. Do you really want to squander them? Does the world seem to you to be in good enough shape that you can afford not to contribute, no matter how small your contribution may be? It is by doing your part, in your own way, that you earn your legitimacy. What role do you want to play in the world today?
In the next article, we’ll explore the role you can play in engaging those around you to bring about systemic change. In the meantime, please share your ideas and thoughts. This is very helpful in understanding your needs and aspirations.
“‘Forevil to triumph, all it needs is the inaction of good people.’”
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.
Want to engage people? Act as a Change Multiplier!
This is the second article in a series on ways to engage your ecosystem to change the world. The first article focused on the mindset needed to most effectively influence one’s surroundingss.
Change multipliers challenge the way they interact with others
The scale and urgency of our environmental and social challenges may overwhelm even the most rational and motivated sustainability advocate. Faced with such a daunting goal, this advocate—determined to transform our work, consumption, and production patterns—may be tempted to impose radical changes too quickly. Yet what seems like the best course of action in the short term may not be the most effective strategy for engaging people in the long term.
According to Liz Wiseman and Greg McKeown (see the book*Multipliers: How the Best Leaders Make Everyone Smarter*), the multiplier’s leadership is based on the belief that anyone can figure out problems on their own, even if they seem to struggle at first.
One might conclude that the role of a leader committed to fostering sustainability would be to set the vision, bring together aspiring changemakers, and create the right conditions to unleash people’s best ideas and creative efforts—rather than micromanaging every step of the way.
Change multipliers act as challengers
This kind of leader is able to turn anxiety into trust and determination. Here is an example of how a multiplier motivated others to overcome uncertainties:
“We are facing an unprecedented crisis around the world. This situation could become an opportunity for our organization. Let’s completely rethink our business models to demonstrate that a company can thrive while preserving nature, nurturing employees, and co-creating with its external partners. I need you to take on this ambitious challenge. Here are my questions to help guide your brainstorming: Why are we in this business? How useful are we to the planet and its citizens today? What would it take to be 100% purpose-driven? I don’t need 100% complete answers right now. I need us to grasp about 30% of the answers so we can figure out how to allocate our time and resources to find 100% of the answers in the coming months. I trust your commitment to the company. Refocus on what drives you in life and work. I will support you.”
At the other end of the spectrum, changemakers who act as “diminishers” might retain control over every detail, telling others what to do and how to proceed. They would come up with both the questions and the answers, turning others into robots carrying out orders. They might also lower expectations to ensure that targets are met.
Currency exchange multipliers act as investors
Such leaders engage their ecosystem because they foster a sense of ownership and motivate action through an inspiring vision.
“‘Ifyou want to build a ship, don’t focus on gathering wood, dividing up the work, and giving orders. Instead, teach them to long for the vast and endless sea .’”
Allowing yourself and others to dream big about your future goals will provide a motivating compass for the long term. It will also prevent you from focusing all your efforts solely on that higher goal.
Taking Action Toward Change
Every day, calm your busy, anxious mind with empowering thoughts, such as:
People are smart and can figure things out.
I give myself permission to stumble as I develop new, habit-multiplying habits
Change is a journey
Lasting change depends on my ecosystem’s commitment and support
Refine your engagement strategies by asking yourself these questions:
Based on my role and the value I bring:
What do I need to focus on to ensure that our sustainability mission is implemented smoothly?
How can I draw on the talents of others to tackle the remaining challenges?
What would enable other people around me to appear more capable of working toward systemic change?
How can questions help people take ownership of the vision and illuminate the path forward?
“‘WhenI let go of who I am, I become who I might be.’”
Feel free to share your thoughts with me, and stay tuned for the next article. We’ll explore ways to strengthen your sense of legitimacy as a change leader!
If you want support to become the leader you want to be for the world you envision, and if you want to accelerate your ecosystem’s commitment to the change you hope for, contact me! Here is a form to help you further elaborate on your ambitions and challenges: English
Want to inspire others? Become an agent of change!
Here is the second article in a series on how to engage your ecosystem to change the world. The first article focused on the mindset needed to most effectively influence those around you. I’ll use the masculine form to make the text easier to read. I’ll switch it up next time. These articles are for everyone!
Agents of change are challenging
the way they interact with others
The scale and urgency of our environmental and social challenges may be too much for any rational, motivated individual to handle. Faced with such a daunting goal, that individual—eager to transform the way we work, consume, and produce—may be tempted to impose very radical changes very quickly. However, what seems to be the best change in the short term may not be the best strategy for engaging one’s ecosystem in the long term.
According to Liz Wiseman and Greg McKeown (in their book, *Multipliers: How the Best Leaders Make Everyone Smarter*), multiplier leadership is based on the belief that anyone can solve problems on their own, no matter how difficult the starting point may be.
One might conclude that the role of a leader who wishes to promote the sustainability of a system and an organization is to define an ambitious vision, bring together change agents to engage all stakeholders in the system, and create the conditions that allow everyone to generate the best ideas and take action—rather than directing and controlling every step of the process.
CHANGE AGENTS IN ACTION
LIKE CHALLENGERS
This type of leader is capable of turning anxiety into confidence and determination. Here is an example of how a “multiplier” might motivate their team to overcome uncertainties:
"We are facing an unprecedented crisis around the world. This situation can become an opportunity for our organization. Let’s transform our business models to demonstrate that a company can thrive while preserving nature, taking care of its employees, and co-creating with its external partners. I need you and your ideas to tackle this ambitious mission. Here are some questions to guide you: Why do we do this work? How are we serving the planet and its people today? What would it take to fully embody our purpose? I don’t need all the answers right now. I need about a third of them to help me figure out how to allocate our time and resources so we can find all the answers in the coming months. I have confidence in your commitment. Refocus on what drives you in life and at work. I’ll support you.”
At the other end of the spectrum, change agents who act as “diminishers” might try to control every detail, telling others what to do and how to do it. They would generate both the questions and the answers, turning others into robots carrying out orders. They might also scale back ambitions to ensure they are achieved.
CHANGE AGENTS IN ACTION
LIKE INVESTORS
These leaders engage their ecosystem because they encourage everyone to take ownership of their goals and motivate action through an inspiring vision.
“‘Ifyou want to build a ship, don’t look for people to gather wood or assign them tasks; instead, teach them to yearn for the infinite vastness of the sea.’”
By allowing yourself and others to dream about the world you want and what you want to create in the future, you provide a source of long-term motivation. This will also make your day-to-day life easier and prevent you from having to focus every step on the ultimate goal.
take action to bring about change
Every day, calm your anxious, busy mind with supportive thoughts. Here are some examples:
People are smart and can solve any problem. I'm here to support them, not to save them.
I give myself permission to stumble as I cultivate new habits as an agent of change.
Change is a journey. It takes time and is full of surprises.
Sustainable change depends on the commitment and support of my ecosystem.
Refine your engagement tactics with these questions:
Given my role, talents, and skills:
What should I focus on to ensure that our transformation mission—guided by the key principles of sustainable development—is implemented smoothly?
Now that this has been established, how can I leverage the talents of my team and allies to tackle the remaining challenges?
What would make the other members of my ecosystem proud of their contribution to systemic change?
What questions could help individuals embrace the vision and enable them to chart the way forward?
“ ‘WhenI let go of who I am, I become who I could be.’ ”
Feel free to share your thoughts with me, and stay tuned for the next article. We'll explore ways to strengthen your sense of legitimacy as a change leader!
Do you want to become the leader you envision for the world you hope to see? Is it time to discover and assert your leadership? Do you want to embed the concepts of positive impact and purpose at the heart of your organization? Is the challenge to accelerate engagement within your ecosystem to drive systemic change?
If your answer is yes and you’d like some guidance along the way, please contact me! Here’s a link to schedule a exploratory session and the form to further explore your goals and challenges.