Page 191 - The Power to Change Anything

180 INFLUENCER

Here’s the influence takeaway. Japhet realized that if bad
behavior is reinforced by a web of players, all the players have
to be engaged in influencing change. In this particular case,
the neighbors had to help lead the change for good because
neighbors who stood by and allowed obvious abuse to continue
were a big part of the problem.
And that’s also how Mike finally eliminated “project
chicken.” He had first tried to solve the problem by confront-
ing employees like Jess without addressing the role his man-
agers, directors, and a host of others played in the problem.
When he realized what was missing, he took a completely dif-
ferent tack. He asked the training department to teach people
how to hold high-stakes conversations about project problems.
Then he charged every one of his organization’s leaders to be
the teachers. It was a stroke of brilliance that changed every-
thing.
Every two weeks the very manager who had previously sent
subtle signals about suppressing candor taught a two-hour ses-
sion on how to speak up about risky problems. In the first two
sessions Jess listened passively and cynically. By the third ses-
sion he raised a concern with his manager. In the context of
the class, the manager felt a special responsibility to respond
appropriately. By the sixth session many of Jess’s peers had
begun to open up. Within a matter of months powerful new
norms emerged, and Mike’s vital behavior of candor under
pressure flourished. Within a year the organization had
launched two product releases on time and on budget, and
morale was at an all-time high.*
To see how the power of social capital can apply at home,
let’s return to our friend Henry as he continues his lifelong
quest to eat healthily and keep his weight down. He’s learned
that when it comes to coworkers, friends, and family members,

*For more information on this and other case studies, visit www.vitalsmarts.com/
corporatecasestudies.aspx.