We Operate On Emotions, Not Logic

We like to think we can shape the ideas of others. That’s why most transformation efforts start out with some snappy slogans, a communication program and a big launch. Most generate a burst of excitement and activity, only to fizzle out within months. This fuels change fatigue, making success for the next initiative even less likely. We need to be far more humble about our persuasive powers. Anyone who has ever been married or raised kids knows how difficult it is to convince even a single person of something. If you expect to shift the opinions of dozens or hundreds—much less thousands or millions—with pure sophistry, you’re bound to be disappointed. A simple alternative is to start with a majority. Focus on people who already buy in. Go out and find people who are as enthusiastic as you are, who are willing to support your idea, to strengthen it and help you work through the inevitable glitches along the way. Even if that majority is only three people in a room of five, you can always expand a majority out. That’s how you can begin to gain traction and build a sense of shared mission. As you begin to work out the kinks, you can embark on a keystone project, show some progress, build a track record and accumulate social proof. That’s how you get out of the business of selling an idea and into the business of selling success. As you gain momentum, you can build support through peer networks. Real change doesn’t come from persuading the unconvinced with more information. It is small groups, loosely connected, but united by a shared purpose that drives genuine transformational.