More Fearless Change: Strategies for Making Your Ideas Happen (Mary Lynn Manns, Linda Rising, 2015)

• Accentuate the positive. Scare tactic doesn’t work, if you want something to quit smoking find him an ex-smoker, give him hope instead.
• Easier path. Removing obstacles or changing the environment that will encourage people to adopt.
• Elevator pitch. Simple yet intriguing 30 seconds message.
• Emotional connection. Learn to listen with your heart.
• Evolving vision. It is sometimes okay to reduce your vision but make it achievable.
• Future commitment. People are less pressured when there is a longer timeline, plan your work to avoid last minute.
• Go-to person. Don’t listen to everyone but only choose the one that can actually solve problems.
• Imagine that. To visualise a possible outcome.
• Know yourself. Do not overestimate your own ability and talent.
• Low-hanging fruit. Occasionally look for quick and easy wins that have visible impact.
• Myth buster. Create a two-column list of correct and incorrect information.
• Pick your battles. Do you have the resources to complete and should you win?
• Town hall meeting. Solicit feedback, build support, get new ideas, intrigue newcomers and report progress.
• Wake-up call. Actively outline problems that need changes and attention.
• Ask for help. Don’t be discouraged or scared to ask for help and ask massively.
• Baby steps. Driving with just enough to see the headlights path and that’s enough.
• Big jolt. High-profile people to talk about your new idea.
• Bridge builder. Connect early adopts or gurus who have already adopted the innovation.
• Brown bag. Host lunch meetings with your own lunch.
• Champion skeptic. Get a skeptical opinion leader to play the devil’s advocate.
• Connector. Get people who have interest to spread the innovation.
• Corporate angel. Enlist people with resources who have special interest in the new idea.
• Corridor politics. Informally work on influences one-on-one before voting.
• Dedicated champion. Include the change initiative as part of your job description.
• Do food. Make food available at meetings.
• e-Forum. Advertise its existence and keep it alive.
• Early adopter. Involve opinion leaders in your ideas.
• Early majority. Expand the group that has already adopted the idea to establish a strong foothold.
• Evangelist. Let the passion of your new idea drive you.
• External validation. Bring in external sources of useful information about the new idea.
• Fear less. Ask help from resisters to make them feel more useless and less skeptical.
• Group identity. Give the change effort an identity to gain extra support.
• Guru on your side. Enlist seniors with lots of followers for your idea.
• Guru review. Gather respectable gurus to review ideas.
• Hometown story. Encourage people to share ideas in an informal and highly interactive session.
• Innovator. Get people who are quick to adopt and let them spark an interest to all.
• Involve everyone. Make everyone feel welcome as part of the change effort.
• Just do it. Put your skin in the game by experimenting ideas into your own work.
• Just enough. Concentrate on fundamentals and brief description on more difficult concepts
• Local sponsor. Important to have your superior support your idea.
• Location, location, location. Hold significant events of a half-day or longer offsite but nearby.
• Mentor. Get external consultants to handhold project members until they are ready to go.
• Next steps. Brainstorm after a training to discuss how to apply the new information.
• Persistent PR. Post new ideas around until people get to know about it.
• Personal touch. Convince people individually on new ideas.
• Piggyback. Use well-accepted ideas to promote your own ideas.
• Plant the seeds. Highly exposed placement of your new idea marketing collaterals.
• The right time. Always arrange for timing that people are the least busy.
• Royal audience. Let more people talk to the vip when he is being arranged.
• Shoulder to cry on. Mingle with more like-minded ideas creators.
• Sincere appreciation. Say “thanks” in the most sincere way possible.
• Small successes. Celebrate all successes, even the small ones.
• Smell of success. Teach inquirers who ask about your success.
• Stay in touch. Especially with your key supporters.
• Study group. Gather interested parties to study on a new subject together.
• Sustained momentum. Take small actions each day no matter how insignificant it might seem.
• Tailor made. Customise all your messages to different organisations.
• Test the waters. Just like A/B testing.
• Time for reflection. Plan pauses in activities to reflect what is working well or not.
• Token. Use small tokens to remind people of your ideas.
• Trial run. Plan experiment for the organisation.
• Whisper in the general’s ear. Meet your superior one-on-one to share idea.