Evangelist

Evangelist and author Barbara Waugh writes, “How I thought it worked was, if you were great, like Martin Luther King Jr., you had a dream. Since I wasn’t great, I figured I had no dream and the best I could do was follow someone else’s. Now I believe it works like this: It’s having the dream that makes you great. It’s the dream that produces the greatness. It’s the dream that draws others around us and attracts the resources it takes to accomplish the dream.”^[*]

To begin to introduce the new idea into your organization, do everything you can to share your passion for it.

You’re excited about a new idea. Maybe you went to a conference or read an article or book and, as a result, started learning more. You believe your idea will have value for your organization and you want to spread the word.

You want to get a new idea going, but you don’t know where to start.

It’s hard to translate enthusiasm into action that has lasting impact. New ideas are always out there, more than we can handle. Even the best ideas still need to be sold. This depends on the enthusiasm of people who are the natural instigators of fresh ideas and practices. They are the ones who can grow an idea into real change for the organization.

Therefore:

To introduce a new idea, let your passion for this new idea drive you.

Invest yourself in your cause. In other words, the first person to convince is you. If you don’t believe in your cause, it will be difficult to sell it to anyone else. If you’re not convinced then you’re not convincing. You must be likeable, believable, and open, but not a fanatic. This is not a role for the fainthearted. Look for possibilities in every situation; take advantage of even small opportunities to get your idea across.

Share your vision with others. Let them feel your enthusiasm. Tell your story—this is the driver for real change. Your story should convey your passion, excitement, and conviction and inspire others to feel the same way. It’s a good idea to have a two-minute “elevator speech” targeted for different audiences, so you’re ready when anyone asks you about your new idea. Show that there’s value in your new idea. Don’t preach—any improvements should just radiate from you and from your work. Hopefully others will notice and inquire.

Learn more about possibilities for the innovation in your organization with Just Do It(177). But realize that you are not the expert. Don’t sell yourself that way or expect that you can play the expert role. A little humility goes a long way. Also, keep in mind that you are not the idea. You’re a person who has a good idea but other people can share it. You don’t lose anything if others become more knowledgeable, or if others also become Evangelists.

Don’t worry if you don’t have an all-encompassing strategy. Test the Waters(237) with a simple plan of action. Take Time for Reflection(240) and learn as you go. Celebrate Small Successes(216), be prepared for setbacks, and realize that real change takes time. Get beyond a quick-fix mindset, because progress can be slow. Proceed Step by Step(224), letting each stage build on the previous one.

Give Brown Bags(113) and use Plant the Seeds(204). Do Food(132) at events when you can. Begin to identify Innovators(170) and Connectors(119). Set up an e-Forum(135).

If there is interest, start a Study Group(228). If you have a well-known contact who will come in to your organization at no cost, bring in a Big Jolt(107).

Use Personal Touch(198) and remember to Just Say Thanks(183).

If you are seen as an Innovator, people are less likely to trust what you have to say, since you probably get excited about new things just because they are new. If you are seen as an Early Adopter(138), you are likely to be more effective in reaching the rest of the organization because of your reputation for being more down-to-earth in your decision making.

Research suggests that if you are naturally likeable and attractive, your job will be easier because people are unconsciously more open to people they like. If you are introverted or opinionated, people are not likely to trust you, even if you’ve got the best data in the world. You must be a strong communicator, someone who can build personal credibility. Fellow pattern writer Joe Bergin’s Introvert - Extrovert pattern suggests that you can learn to play the role of an extrovert, so that an observer believes you are bold and outgoing. You must recognize when this role is appropriate, gather your resources, and play the part.

Ask for Help(104). It’s hard to be a Salesman and a Connector(119) and a Maven, but all three roles are needed to lead a change initiative. Don’t try to do it all. For example, a Guru on Your Side(158) is a good candidate for a Maven. Encourage others to be Evangelists in their own teams.

Your goal is to earn credibility. Others may not always agree with you, but they need to trust what you say. This is the most important part of being a change agent. Once you’ve earned credibility, you’re in a good position to become a Dedicated Champion(129). Be on the lookout for possible managerial support. Real impact will require a Local Sponsor(186) and a Corporate Angel(123).

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This pattern establishes a role for an initial enthusiastic introduction of a new idea. It gets the new idea going and sparks some support from Innovators and possibly some interest among management.

The risk is that you can appear too passionate about the new idea and turn some people off. Maintain the enthusiasm, but don’t get carried away. Don’t let your enthusiasm make you impatient. One of your most powerful qualities may be your ability to be patient and impatient at the same time. Keep in mind that most people need time before they will feel the same enthusiasm you do.

In 1999, after writing a book about improving long-term care for the elderly, Bill Thomas hit the road on a promotional tour. He spoke on radio and television. He also met with public officials, offering his perspective as a medical specialist on the care of the elderly. He stressed what was wrong with nursing homes: they were utterly devoid of hope, love, humor, meaning—the very stuff of life. He gave lectures on the changes he had in mind, but he also demonstrated why this was no ordinary book and this was no ordinary tour, and why he is certainly no ordinary doctor. It wasn’t enough for Thomas to communicate his vision for better long-term care through an imaginative book. He also developed a one-man show based on the tale, traveling to 27 cities in 31 days. For him, the tour never ended. It can’t. Not if he’s going to fix long-term care in this country. It’s an audacious mission and a truly big fix—one that requires more than just fresh ideas. Thomas advises, “You need to have people go a little nuts about what you want to do.”

Walt Disney was good at conveying his vision for a new film. He would act out all the roles in front of a large group of his staff. Even though he was not a cartoonist, he knew what he wanted and could get his ideas across. He believed in these approaches: establish the vision; sell your dream, make it clear and alive; trust your people; don’t interfere with their work; and give feedback at critical points.