Mobilizing Change

Mobilize teams, scale transformation, and embed lasting impact within your organization

Introduction

When you have a great idea, mobilizing change in order to execute the idea can be tricky. You need to be able to show results early, and also gradually grow its momentum and the number of people involved. Drawing inspiration from NOBL Collective's insights on organizational transformation, this tool presents seven practical skills for change leaders to successfully grow their impact. You’ll probably find that some of these skills come more easily to you than others; it's fine to start where you strengths lie. Over time, you can build your ‘mobilization repertoire’ and become a more adept leader of change.

When to use this practice

This practice is particularly beneficial in the following scenarios:

  • Initiating new projects: When launching initiatives that require new skills or ways of working. 
  • Shifting from concepting to scaling: When a new idea or way of working needs to mature and requires collaboration across the organization. 
  • Cultural transformation: When aiming to embed new values or behaviors across teams.

How to develop this practice

1. Have a story, and practice it

Develop a compelling and emotionally resonant narrative that clearly articulates the purpose and benefits of the change. Align the story with your organization’s strategic priorities and link it to key performance indicators that leadership cares about. Ensure the vision is easily communicable, so it can be shared widely and inspire action. Engage stakeholders at all levels by framing the change in a way that connects with their aspirations and values.

🔗 Explore the Artist craft for tools and practices to help you develop a compelling narrative.


2. Start small

Identify a small group of early adopters who embody the desired behaviors and mindsets. Pilot the change initiative on a limited scale to demonstrate its effectiveness and create tangible success stories. Use these early wins to build credibility and gather insights before expanding. Make sure to document progress and learnings to help refine the approach for broader adoption.

🔗 The Experiment Design tool in the Maker craft can help you develop a pilot to test. The story of Spotify offers a great example of how you can iterate with an experimental approach.


3. Emphasize behavior and results

Focus on creating opportunities for people to practice new ways of working rather than just providing theoretical training. Embed learning into real-world situations where individuals can apply the change in their daily work. Show the results of the impact this new behavior has on the wider organization. Reinforce desired behaviors through peer modeling, coaching, and iterative feedback loops. Make participation easy and engaging, so adoption feels natural rather than forced.

4. Expand your influence

Map key decision-makers, influencers, and informal power structures within the organization. Identify individuals who can help accelerate change by advocating for it within their networks. Build trust through transparency and collaboration, ensuring that stakeholders feel included in the process. Engage a growing number of supporters over time, strategically leveraging both formal authority and informal relationships to amplify the impact.

🔗 Check out the Trust practice in the Convener craft for more on building trust.

5. Iterate your approach

Continuously assess the effectiveness of your initiative by gathering feedback from participants and stakeholders. Identify resistance points, engagement levels, and unexpected challenges. Be flexible and willing to adjust your strategies based on real-world observations. Experiment with different communication styles, incentives, and engagement techniques to keep momentum going and ensure sustained progress.

6. Reinforce the new normal

Once you get to this point, you will need to ensure that the change becomes embedded in the organization’s culture and daily operations. New behaviors need to be embedded in performance metrics, standard operating procedures, and leadership expectations. Celebrate and communicate milestones, recognizing individuals who contribute to the transformation. Use storytelling and shared successes to reinforce the shift, making it clear that this is not a temporary initiative but a new way of working.

7. Address barriers to change

Identify and proactively mitigate common obstacles such as resistance to change, lack of skills, or organizational inertia. Provide targeted support, including training, mentorship, and resource allocation, to help individuals transition smoothly. Foster an inclusive and psychologically safe environment where concerns can be raised and addressed. Maintain open and consistent communication to reassure teams and sustain long-term commitment.

Benefits of this practice

By diligently applying this practice, leaders can expect:

  • Increased engagement: Teams are actively involved and invested in the change process.
  • Sustainable transformation: Achieve long-lasting adoption of new behaviors and practices.
  • Organizational resilience: Develop a culture adept at navigating and embracing change.

Resources and references

  • NOBL.io: Insights on overcoming barriers to change and fostering transformation. (Barriers to Change)
  • Books
    • The Unwritten Rules of the Game by Peter Scott Morgan
    • The 48 Laws of Power by Robert Greene (a controversial read)
    • How to Make Friends and Influence People by Dale Carnegie (a classic)
This Leadership Practise is filed under:
Business

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