FOOD FOR THOUGHT
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.
WHAT IF Responsibility MEANT Impact AND Freedom?
Do you believe that being responsible is either a burden or a price you have to pay for a mistake? Have you ever felt obligated to act a certain way because “it was the right thing to do” or because you felt responsible for supporting someone? Would you like to feel responsible, free, and happy all at the same time? In this article, we’ll explore ways to express our authenticity in a creative and meaningful way—for both you and others.
In our daily lives, being responsible is often seen as a burden or a price to pay for a mistake. “You’re responsible for this mess.” “It’s our responsibility to take care of the planet.” “This isn’t my responsibility—it’s yours.” Who hasn’t felt stressed, angry, or even powerless when hearing statements like these?
Is having to be responsible really that troublesome? Is there an alternative to either suffering from or ignoring our sense of responsibility?
FINDING MEANING
“Where does our responsibility begin and end?”
Originally, the concept of responsibility had a positive connotation. In Latin, “respondere” means “to answer to, to promise in return.” Essentially, it refers to the ability to hold oneself accountable.What should we be accountable for?
Should we still be held responsible if the requests we receive are unrealistic? When your boss asks you to do something that’s impossible given the resources at your disposal, should you try to turn that impossibility into a possibility?
Is it a person’s responsibility to deal with the consequences of others’ irresponsibility? For example, should Greta, a 15-year-old girl, be responsible for tackling the climate crisis caused by previous generations?
The growing awareness of our human responsibility for climate change and epidemics such as the COVID-19 pandemic illustrates a shift in people’s perception of their sense of responsibility. Whereas pre-industrial societies believed that natural disasters were caused by forces beyond human control, modern society holds a different view.
While it is important to face reality, placing the burden of changing human behavior on individuals may be too overwhelming. Rather than empowering us, our reptilian brain tends to trigger our “fight-or-flight” response when faced with such a monumental task. Could we view our responsibilities as a catalyst for expressing our humanity and creativity?
FreeDOM to Determine Our Responsibility
We are neither all-powerful nor powerless. If we cannot change the many circumstances of our world, we can change our perception of it by tapping into our superpower called consciousness.
If we are mindful of how we view a situation— —we have the power to decide what we want to do about it. In doing so, we reclaim ownership of our responsibility.
As Victor Hugo said, “Everything that increases freedom also increases responsibility.” Yes, it is scarier to be accountable for our choices. But isn’t it also exciting to realize that we have the power to influence our environment and control its impact on our lives?
What impact do you want to make?
When faced with a situation, thinking about the reality you want to shape (rather than the effects or causes of that situation) may help you change your mindset regarding the concept of responsibility.
Let’s step away from your rational mind for a moment. Let’s imagine you’re diving in the Indian Ocean. You’re enjoying being immersed in another world and surrounded by nature. You feel at peace… until you see a plastic bag on a coral reef.
Here, you have a few options:
You might think: “What a shame! Nature is being destroyed! People are irresponsible!” You probably feel pretty angry, ashamed, or depressed.
You may decide to do nothing because you have nowhere to put this bag, and there are so many other tragedies at sea that it’s pointless to take this single action.
Alternatively, you might get furious, pick it up, and spend the rest of your dive seething with rage at human society.
Another way to look at it might be: “This is unfortunate and terrible for nature. We need to change the way we produce and consume on land. In the meantime, since I saw it, I can pick it up even though it’s not convenient. At least it will be one less threat to the fish.” Proud of your sense of responsibility, you enjoy the rest of your diving experience.
Some will say that this reframing of the situation is a form of brainwashing by positive psychology. Others will think that we won’t save the planet by focusing on an individual’s small actions. Still others may simply wonder what the “right” attitude is to have in this situation.
Honestly, this question is too complex to have a single, simple answer. It’s up to you to decide what you want to think and do in a given situation. Your impact depends on YOUR CHOICE.
Updating your change
A SIMPLE TOOL
When you're faced with an obstacle, a fear, or rejection, why not take a step back and ask yourself:
What are the facts?
What thoughts are causing me to feel a negative emotion?
What do I want to be like instead?
How can I act in a way that makes me feel the way I want to feel?
Here is an example:
Facts: A business leader explains, “Sustainability is, at best, the icing on the cake—something to be addressed only once everything else has been taken care of and if time and resources permit.”
Thoughts & emotions: “This is so wrong. With this kind of thinking, our world will come to an end pretty soon. I can’t work with people like that. I feel hopeless, exasperated, and drained.”
Ideal me: responding with empathy, trying to understand the person’s true needs and finding smart ways to demonstrate the added value of sustainability
Aligned action (among many others): “Do you feel overwhelmed and under pressure from all the business development and cost-saving targets you’re facing?” If so, “How about discussing your challenges and seeing if we can come up with some sustainable solutions?”
A MANTRA TO ACCOMPANY YOU
“‘Ifyou own this story, you get to write the ending .’”
Now, back to YOU! How do you want to take charge of your story today?
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Feel free to share how this article resonates with you—I’d love to hear from you. Also, if you’d like help finding (or refining) your purpose and increasing your impact on society and the planet through your professional activities, feel free to contact me using this form (English / French)
One Thing Every (Aspiring) Change Maker Must Understand
These days, everyone wants to drive change. Yet few can say they are true changemakers. What if our planet’s future depended on one simple shift in mindset?
Everyone seems eager to “lead change” these days. I keep hearing people say: “I want to be a changemaker,” “I’m transforming the way our company does business,” “I’m a social entrepreneur,” “I help others undergo inner transformation,” and so on.
Yet, when we do experience change— such as the life-altering COVID-19 crisis—it often scares people away. Besides, ego aside, the fact remains that change does not wait for us to initiate it. Heraclitus warned: “The only thing that is constant is change.”
So, what is it about the “changemaker” label that makes it so appealing? Who is a “changemaker”? Can we even become one? How, exactly? All these answers lie within ONE simple truth.
FINDING MEANING
What does “changemaker” mean?
Funny enough, when I looked up the Merriam-Webster dictionary, I found just one definition: “a device that mechanically dispenses change in coins of the desired denominations when the appropriate levers or keys are operated.” I guess that’s not what you had in mind.
Yet, it does offer us some clues. It implies a process of transformation—a shift from an initial state to a desired one— brought about by the actions of an external agent and the use of resources. One might then ask whether every person’s thoughts or actions—whether writing, speaking, cooking, or working—make him or her a changemaker. After all, everything an individual does is, in and of itself, a unique way of creating reality.
Is “changemaker” just another way of referring to any human being?
Well…. Yes and no. “Changemaker” is a term coined by Ashoka as “anyone who is taking creative action to solve a social problem”:
The label “changemaker” could apply to someone like Esther Duflo (Nobel Prize in Economics), who is recognized for her approach to alleviating global poverty; or members of inclusive digital schools such as Simplon; or students who participated in the global climate strikes; or corporate sustainability professionals who put the principles of the Global Compact; or disadvantaged people who are developing their own innovative solutions and so many others.
No barriers of any kind—whether geographical, social, economic, political, gender-based, or age-based—can prevent someone from being a changemaker.
Yet, not everyone is a changemaker. So, how does one become one? Aiming to solve a global issue—whether social, environmental, or economic—for the common good is the first “selection criterion.” Turning ideas into action—despite the many hurdles along the way—is another. The ability to be disruptive in pursuing a future goal is a third attribute.
I could go on and on about many other characteristics, categories, and learning methods. Is that what really matters?
Look within YOURSELF to unleash your power
Everyone has the potential to be a changemaker. Thanks to Aristotle, we can understand that those who become changemakers are simply turning this potential into reality. Everyone has the inner power to use their story, strengths, emotions, and intelligence to create and/or amplify smart, sustainable solutions for the world. What really matters is the answer to “What kind of changemaker do I want to be?”
Confused? Let's break it down.
It’s a Sunday afternoon. A 30-year-old corporate woman looks out the window: spring is coming, the sun is shining—it’s a fresh start. She has worked hard to realize that she wanted to transition from auditing to human resources. She will harness diversity to foster individuals’ creativity and well-being, thereby boosting the company’s global impact. She is a changemaker in “power” (“potentiality”).
Months go by. It’s September. She is leading an internal survey to figure out how to disrupt the system and make diversity a reality within her organization. She is, now and in real life, a changemaker (“actuality”).
Bottom line: YOU CAN and YOU DESERVE to tap into your inner power to contribute to society and the environment in your own way.
Updating your change
A Simple Tool
You may then wonder where to start or even how to reconnect with this inner power. Here is a simple approach that may help you get the ball rolling.
First, let me ask you: Are you fully satisfied with your purpose and impact at work?
If so, great! I invite you to think about what's working so well and what you can do to increase your impact and enthusiasm.
If you find yourself thinking, “Well… I like (e.g., my job, my company, or my colleagues…), but I am (e.g., less motivated, unsure of the value of my contribution…),” you might want to ask yourself whether your frustration and/or desire for a better situation is strong enough to overcome your fears (yes, we all have plenty of them) and make a change.
If it’s a clear “I’m lost and it’s time for me to change,” celebrate your honesty and courage—it’s a KEY step!
Now: Don’t worry—dare to be bold. Becoming the changemaker you want to be (even if you don’t really know what that means) is possible... It’s a wonderful, never-ending journey that evolves and becomes more refined over time. It simply takes patience, faith, personal effort, and care.
How to get started? Take a few minutes to think back over the past 1 to 2 months and ask yourself:
What activities did I love doing? Why?
When did I feel useful or proud? Why?
What did I hate or dislike doing? Why?
Looking at all that, what do you learn?
Tips: I recommend that you write down your notes for later. If it helps motivate you, send me your answers. I'd love to read them!
The Mantra
“‘Theonly thing you can be sure you won’t succeed at is the one thing you don’t try’—Paul-Émile Victor, French ethnologist”