The US Presidential elections are heating up. As I write this, Hilary Clinton and Barak Obama are racing towards the Democratic National Convention, neck -n- neck. There is no doubt that this is an historic competition for the hearts and votes of the American public. Most political analysts agree that, in terms of policy at least, there is very little that separates these two Presidential wanna-bees. But, in practical terms... their approach to the race is worlds apart.

Setting politics aside for a moment, I think there are priceless lessons in change leadership being modeled by these orators every night for us on CNN. Washington Post columnist E.J.Dionne Jr. says of Hilary, "she has answers to hard questions, but he (Barack) has the one answer that voters hunger for: He offers himself as the vehicle for creating a new political movement."

Barack Obama speaks of hope, and hope is the one thing that prompts people to believe that change is possible. George Packer spoke of listening to Barack speak to the crowds this way, " Within minutes, I couldn't recall a single thing he had said, and the speech dissolved into pure feeling ...which stayed with me for days." There's something fascinating going on here.

What's happening isn't new. It's been said that when Cicero, the Roman statesman, lawyer, political theorist and philosopher spoke, the crowds declared, "How well he spoke." But when Demosthenes, a prominent Greek statesman and orator of ancient Athens spoke, the crowds exclaimed, 'Let us march!"

How many executive announcements about some company change have you sat through where the content was - the company, blah, blah, blah, or quality and profits, blah, blah, blah? And, how did these factual, structured pronouncements make you feel?


Ok, so what lessons can we take from the drama that's playing out on the world stage? Here's what I see:

• People need substance, but the facts are seldom enough to inspire people to act
• People are hungry for hope - at work and in their personal lives
• You don't have to have all the answers to inspire confidence and propel people to action
• Real engagement is an activity of the heart

Whether the thrill of what's possible will trump a battle cry of, having answers to the tough questions remains to be seen. What we know for sure is that how you communicate is at least as important as what you communicate when it comes to engaging people's hearts and minds.

How are your change communication skills? Are you compelling? Is your message to your family, team or organization filled with hope?

If you want to bring your change communications to the next level, call me; I just might be able to help.

Are You Sure That Will Work?

Have you ever tried to introduce an idea at work only to have your co-workers say things like, 'That won't work here." Or," we tried that in 2004 and it didn't work then - so it isn't going to work now."

Sound familiar? Sure it does. That kind of response is based on, what I believe to be, a faulty premise. At the heart of this kind of thinking is a belief that goes something like this; if you've already tried something and it didn't work, don't bother trying it again. Sounds good, but it's simply not true.

The fallacy of that reasoning was so clearly demonstrated in the 1978 movie Same Time Next Year. The plot involves Alan Alda and Ellen Burstyn's characters who meet by chance at a remote, romantic inn during dinner. Although both are married to other people, they end up spending the night together. They are wildly attracted to each other and agree that, although they are married, they will get together on the same weekend each year after that.

Each new scene of the movie opens with them arriving at the inn each successive year, always staying in the same room. They never miss a year, and every few years they seem to take on new personas. One year, Alda's character is buttoned-up corporate; stiff and angry, while Burstyn's character has just gone back to university (in the 60's) and is radical in both fashion and philosophy. A few years later Ellen has started a business and has taken on a touch, 'take-no-prisoners' approach to life. That same year Alda confesses to having gone through personal therapy and has morphed into a softer, more open-minded version of his former self.

Each year they have to adjust and re-acquaint themselves with the 'new' people they've become. They manage to make the adjustments and continue to find enough common ground between them to sustain the relationship for twenty-six years.

It's fascinating to see these two characters come back to the same hotel room, walk the same beach, eat at the same diner and yet be so very different year after year. It speaks to something fundamental about change, that is; the same place, same activities and even the same intent DO NOT equal the same result. Why - because, things change.

Alda and Burstyn's characters changed, they grew; their capacity for love, acceptance, awareness, their tolerance levels, perspectives, family configurations, skills, circumstances and motivators changed from year to year. What they wanted out of life, and their clandestine relationship, changed. All of those shifts contributed to the end result of the weekend being different. At times it was pure lust, on other weekends there were times of deep emotional sharing. One year Alda even delivered Burstyn's baby. I know - Hollywood.

The principle is this; you or your team or organization may have tried something before, but before is not now. You are different, your customer is different, the market has shifted, skill sets have changed and even the will of the people to succeed may be different.

So, don't throw away an idea just because you or others have tried it before. This time, this year may just be the year it works!

What Surprised You In 2007?

What surprised you in 2007? What did you do that was different, new or novel to the way you usually do it? And, what did you turn your undivided attention to last year? Whatever it was you changed last year may hold a key to what you will be able to change this year.

Dr. Norman Doidge, in his book The Brain That Changes Itself - a fascinating review of brain research over the past fifty years - confirms what motivational experts have touted for decades - that our brains are plastic, not rigid machines, and can learn and unlearn almost anything. Our flexible brains change with every encounter we have, every thought we hold on to and every new experience we engage in. We construct 'brain maps' for particular behaviours and, when we want to stop that behaviour or start a new one, we must take the time to create a new 'map' that sends and receives new stimuli that foster new choices and behaviours. Good news for would-be changers!

But, there is a catch of sorts. Apparently new brain maps require three things to alter themselves significantly enough to either erase old patterns or create new ones. The stimuli that create new and improved maps must be:

Compelling: We don't change what we don't want to change. That is, in order for our brain to take us seriously enough to go to all the trouble of changing itself, it (we) must first believe that what we want to change is indeed worthy of the effort. Remember when parents and teachers used to say, 'now pay attention, this is important'? Apparently that's just the kind of heads-up we need to give ourselves if we want to alter our thinking and ultimately our behaviour.

Surprising or Novel: Our brains like to create maps for responding to situations and then run down the same path over and over. It makes us feel safe, calm and sure of our next step. So, if we want to effect a change, we need to jolt our old map into pliability by giving it something it doesn't expect instead of the same old, same old. For example, if you want to stop gossiping at work you might splash water on your face when you find yourself telling tales. A bit drastic you say? Ok, what about recording what you say for a week and play it back to see how rumors sound coming out of your own mouth. That mental slap in the face might just be what the old gossip brain map would find surprising enough to consider switching to a kinder, gentler communication style.

Focused: Simply put, you can't just cruise into new or out of old patterns. Research has shown us that even stroke victims can regain use of cognitive ability and lifeless limbs if new mental maps are created. But, it takes concentration and real effort if a mental map is going to re-organize itself to respond in new ways. So if you want to be a different kind of person this year at home or work, you will have to apply yourself diligently to the task. I know, I know, you were hoping I would say that you can just dream your way to a better you - we all want that. And, it's bunk. Your brain 'No Can Do'.


So, are you ready for a change? Help yourself by making your change compelling, surprising and focused for success?

If I can be helpful to you in achieving your goals this year, it would be my pleasure.