We are in a time of rapid change, both personally and professionally. Although COVID has retreated to a place outside our recent memory, the effects on us personally as well as work environments will never be the same. Just when we felt we had recovered from COVID, AI entered the scene. The technology will no doubt have a significant impact on work, but we are just learning how.

For those who need to advocate change the good news is that the game is largely the same. Regardless of the pressures, technology, or the type of change needed, the fundamental characteristics of leading and supporting change have remained the same.

A phrase I hear quite often is “hearts and minds.” I thought it would be interesting to locate the source of this phrase. John Adamas is credited with this phrase at the time of the American Revolution. “

“The Revolution was effected before the War commenced. The Revolution was in the minds and hearts of the people…” quoted by Fette, 2019. While the phrase was conceived out of a theoretical or political phrase, it still holds true today. Fette continues, “To successfully do this we need to look past traditional project management tools and techniques and focus on behavioral and motivational practices.” This is where true change occurs. Once the organization reaches a stage of critical mass and the change becomes self perpetuating.

There are an overwhelmingly quantity of lists on how to spearhead change. The most succint and common list is below.

1. Establish a sense of purpose
2. Leverage Human Needs – Esteem and self-actualization
3. Drive engagement through connections and community experience.

“Hearts and minds” is a phrase linked to many different change events over the years. I would like to substitute a phrase from a popular TV show that is more current. I like using this phrase because it better embodies the concept of “transformational” change.

“Clear eyes, full hearts! Can’t lose.”

References

Fette, J. (2019). Leading Transformational Change: Winning the Hearts and Minds. PM World Journal, 8(9), 1–8.

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