Can you generate even greater momentum from a team that’s already motivated and high performing?
By this I mean, those people that are fantastic contributors for your change and organisation more broadly. They are highly reliable, self-driven members of staff who take action to ensure a good result for both themselves and your organisation.
They’re already a work-powerhouse for your change. But what if I were to tell you that there’s a momentum level that’s even higher for this cohort…
Fanatics don’t just like coming to work – they love it. Their obsessions drive them. They actively self-label as being a part of your organisation, not just working for it. They advocate internally for you with any staff that are at lower momentum levels, and are beacons of light within your area, groups, and teams.
So how do we build change fanaticism?
I’ll be upfront here. Building Fanatics is difficult. Don’t get me wrong though, it is absolutely worth it. True fanaticism can be strong enough to overcome almost any sort of pain, generating both higher change momentum and ‘word-of-mouth’ style change adoption. After all, we all know the story of the Apple fanatics who lined up days in advance just to get the newest iPhone.
Or the Potterheads: those Harry Potter fans that would dress up in costume and stand in line for midnight book releases as a sign of their true dedication (minting the author J.K. Rowling over a billion dollars in the process).
So, what’s behind this fanaticism?
Well, two key things:
1) A strong sense of belonging, and
2) Operating beyond expectations (Positive Disruption)
So Change Leaders,
How can you create greater fanaticism within your change?
To Reflect: The $50 Note Difference
Ever put on a pair of pants for the first time in 6 months only to find a $50 note in the back pocket?
It’s quite a pleasant surprise. (And one that future generations may not get to experience given the ongoing societal shift away from cash).
You expected those pants to fit. You expected them to warm and protect your lower half. However, you didn’t expect them to pay for your lunch – and it probably made your afternoon.
That’s the $50 note difference.
How can you create little positive surprises into your standard processes to increase passive, word-of-mouth change adoption?