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      KEYZINE: An e-zine for LEADERS:
     ABOUT THE PEOPLE PART OF BUSINESS
                 Volume 63, June 2006
    Publisher: © Key Associates, 2006
              ISSN # 1545-8873
           http://www.mkkey.com

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This Issue: On "The Rebel Within"

This is a monthly electronic magazine for anyone 
who wants to be a better leader, coach, facilitator, 
or simply, to tune up their people skills.  It is a 
complimentary publication, devoted to the next
evolution of Quality Thinking.

View Earlier Issues --See our new website (http://www.mkkey.com) 

Contents:

• What's Hot in Leadership
• Maintaining Yourself as a Leader
• Frequently Asked Questions from Leaders
• Educational Opportunities
• Useful Websites
• Articles/Publications 
  

“Persuasion calls for an ability to listen well enough 
to know what matters to people.”
                   -Drs. Kathleen K. Reardon, Kevin J. Reardon, & Alan J. Rowe

"(The only way to effect change is to be) a vicious parasite 
in the intestine of the enemy." 
                  - Abbie Hoffman

"Never doubt that a small group of thoughtful, committed 
citizens can change the world. Indeed, it is the only thing 
that ever has."
                   - Margaret Mead 

"While a business entrepreneur may thrive on competition 
and profit, a social entrepreneur has a different motivation: 
a commitment to leading through inclusiveness of all actors 
in society and a dedication to changing the systems and 
patterns of society."
                  - Ashoka Fellows in India, April 2000  

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WHAT'S HOT IN LEADERSHIP
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GUIDING THE ADVANCEMENT OF CHANGE 
IN ORGANIZATIONS.

PROMOTING CHANGE THAT SERVES TO 
BETTER THE ORGANIZATIONAL CITIZENS 
AND THE COMMUNITY THEY SERVE.

ADVANCING CHANGE BY SMALL WINS.

PUSHING BACK ON CONVENTION TO CREATE
OPPORTUNITIES FOR OTHERS.

LEADING FORUMS THAT ARE INCLUSIVE.

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MAINTAINING YOURSELF AS A LEADER
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Many of us in leadership positions today are the
socially conscious radicals of the 60's and 70's.  
Stanford faculty member Debra Meyerson (2004) 
has a new term to describe us--"the tempered radical." 
She offers four tips for rocking the boat without 
tipping it over: 

1.  Build relationships within and without the 
organization with people who share your marginalized 
identity.

2.  Develop the discipline to manage heated emotions 
to fuel your agenda.

3.  Frame your agenda in language that has legitimacy 
to those in power.

4.  Create connections with other people with similar 
values, beliefs  and identities--pulling together the 
weak signals to make a strong signal--as Margaret 
Mead suggests (above).

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FREQUENTLY ASKED QUESTIONS
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What do I do with the resistance to change 
that I encounter? 

We have many great plans that end up on the shelf.  
And visioning that fills flipchart pages.  But nothing 
significant happens, as we get lost in the day-to-day 
operations.  Ideas? 

It takes logical leadership to plan and inspirational 
leadership to envision,  but strategic leadership to 
oversee the whole change process.  Reardon et al. 
(1998) added two additional stages to John Kotter's 
(1996) model of leading change (i.e., Establishing 
Direction, Aligning People, and Motivating and 
Inspiring them).  The Reardon  model built on to 
Kotter's  the phases of Launching and Maintaining.   

"Launching" takes the place of introducing change 
in dribs and drabs.  This is the stage where the 
change effort formally commences.  Here a 
commanding style is useful, to point the way.  
"Maintaining" is the more often overlooked stage 
of the change process.  It requires overseeing, 
guiding people to continue their efforts and 
providing them with the motivation and assistance 
to do so.  As Jack Welch says, you must find a 
way to engage the mind of every single employee.  
Change is often undermined by failure to involve 
and value the efforts of others.  

"Idea champions" are useful here, as they keep 
the change effort ever present in the conversation.

Beckhard, Richard & Pritchard, Wendy. Changing the 
Essence: The Art of Creating and Leading Fundamental 
Change in Organizations. San Francisco: Jossey-Bass, 1992.

Journal of Organizational Change Management-
all issues.

Kelly, Marjorie. Taming the Demons of Change. 
Business Ethics, July-August, 1993, 6-7.

Key, M. K. (Ed.)  Managing Change in Healthcare:
Innovative Solutions for People-based Organizations. 
Chicago: McGraw-Hill, 1999.

Kilmann, Ralph H. Beyond the Quick Fix. Beard Books, 2003.

Kotter, John P.  Leading Change. Cambridge: 
Harvard Business School Press, 1996.

Meyerson, Debra E.  The Tempered Radicals: 
How Employees Push Their Companies--Little by 
Little--To Be More Socially Responsible.  Stanford 
Social Innovation Review, Fall 2004, 14-23.

Meyerson, Debra E.  Tempered Radicals: How 
Everyday Leaders Inspire Change at Work.
Boston: Harvard University Press, 2003.

Reardon, Kathleen K., Reardon, Kevin J. & Alan J. Rowe.  
"Leadership Styles for the Five Stages of Radical Change."
Acquisition Review Quarterly, Spring 1988, 129-146. 

Roddick, Anita.  Take It Personally: How to Make Conscious 
Choices to Change the World.  Red Wheel/Weiser, 2001.