You return to work from a training program, armed with dozens of new ideas, fired up and ready to start a small revolution. But watch it: You could be slapped in the face by the forces of the status quo. Old habits are hard to break. As smart as your ideas may be, others will need to share your enthusiasm for them before they agree to change entrenched traditions. With this in mind, I suggest you replace your attempt at an instant revolution by a gradual, deliberate and sustained evolution.

Here are a few suggestions to help you induce a gradual but enduring change, whereby people willingly let go of long established yet counterproductive traditions:

• Start by planting the idea of change: "As you know I attended a course on meetings and decision making. There were many good ideas that we could use to make our meetings more productive. I would like to present some of these ideas at the next meeting. Can we allow half an hour for this discussion?" It's hard to imagine anyone saying no to this suggestion. After all, they invested money in sending you to the course, so they should want a return on this investment.



• Create a prioritized list of suggestions: Which ones can be implemented easily. Which are needed right away? Which should wait until you've established momentum, trust and comfort with change?



• Prepare a summary of the proposed changes. Make it simple and logical, and clarify why the new approach is advantageous and why letting go of some established practices does not pose any threat. Anticipate potential concerns and resistance points and address them proactively. For example: "One concern that will undoubtedly come up is: ___. Here is my response: ___".



• If a proposed change might be contentious, you could build support before the meeting through private discussions with "opinion leaders". Show them the problems with existing practices (waste, confusion, etc.), and how the advantages of the proposed changes outweigh the disadvantages.



• If people argue with you, avoid locking yourself into "Yes, but" rebuttals. "Yes, but" is a "verbal eraser" and may indicate that you are defensive and don't really care about what others are saying. Instead, welcome different views, acknowledge valid points made, and accept with grace helpful "amendments". Greet complaints with the same enthusiasm that you would greet compliments.



• If you encounter an unrelenting minority of vocal opponents, engage the "silent majority". For example: "Thank you Jack. I think I understand how you see it. I'm just curious: How do other people feel about this proposal? Is it appropriate? Can it be amended to address some of the concerns raised? What about you, Bob? What do you think?"