Let's start this with the classic David and Goliath story. You know the one:
"Goliath, a Philistine soldier of 2.9 meters (significantly above Philistine average soldier height of 1.75 metres) enters the Valley of Elah to confront a group of Israelite people. An Israelite shepherd named David at 1.65 meters, which is considered below average for his age group, responds to the provocation.
David has a sling accuracy of 98.5% accuracy on stationary targets (comparison data: average shepherd: 63% accuracy on stationary targets), so he selects five smooth shaped stones of approximately 195 grams for optimal for maximal impact without compromising sling speed. The average stone in vicinity is 150 grams.
After verbal exchanges, the outcome as follows: one shot fired, which is direct hit on Goliath's forehead (critical area). This results in instant incapacitation, leading to Goliath being killed in battle"
What a timeless and compelling tale! ...No? Not how you remembered it?
Whilst that is "factually" accurate (term used loosely) ...it's the emotive narration and character context, which has given this story it's ability to be paraphrased thousands of years after its occurrence.
Let my version of "David vs Goliath" serve as a stone-cold reminder, that progress on every successful change initiative requires two essential measurements: data (the quantitative) and stories (the qualitative). Together, they form a holistic perspective I shorthand refer to as: “Hearts and Minds”.
The Dual Dimension of Change
Minds: The Patterns We Analyse
This is where the “Minds” come into play. Objective data – the kind that fills up spreadsheets, charts, and graphs – is invaluable. It provides a snapshot of how well the practical aspects of the change initiative are being adopted. When we gaze upon organisational change through a purely data-driven lens, we discern the black and white — things like efficiency metrics, operational KPIs, and revenue figures. These are undeniably crucial if you want to understand true ROI. But stories give colour and context to these stark numbers, revealing the rich tapestry of human experience behind them. While quantitative data might tell you the 'what', stories offer insights into the 'why' and 'how'...particularly if the change is not working!
Hearts: The Stories We Tell
Hence the important of the “Hearts” – the stories, feelings, and personal experiences of those navigating the change. Their narratives give life and depth to the data, highlighting the nuances of human experience that pure numbers might miss. Change affects people, and people, by nature, are emotional beings. Numbers provide a structured way to gauge the success of a change initiative, but they fall short of capturing the experience of change; it is ultimately this change experience, which either builds or break further change capability. Emotions, perceptions, and personal narratives are the lifeblood of an organisation's culture.
For a more contemporary example, consider the massive shift to remote work due to the COVID-19 pandemic - one that every change leader has had to navigate. Data might show that productivity increased (especially regarding 'deep work'), with tasks being completed more quickly. But what do personal narratives tell us? Some employees may share stories of relishing the flexibility, allowing them to achieve a better work-life balance. Others might express feelings of isolation, missing the camaraderie of office life.
What was "right or wrong" for your organisation was highly contextual and likely different across different teams. It also likely evolved or reconfigured as the meta-change (the pandemic) went through its phases. Here, the 'Hearts and Minds' approach offers a holistic view, helping leaders understand both the practical and emotional sides of the change phases.
Reality check: if you have to choose one...pick Heart every time!
People are motivated more by emotions than by mere facts. In their compelling work "Made to Stick: Why Some Ideas Survive and Others Die," Chip and Dan Heath emphasise the 'stickiness' of ideas wrapped in stories. They underscore how anecdotes, tales, and narratives resonate more profoundly, creating more memorable impressions than data alone. (Note: cheers for the steer to this Susie Jones!)
Relying solely on data can give us a skewed perspective, and we might end up prioritising efficiency over empathy. Conversely, only leaning into stories can make us lose sight of tangible metrics and outcomes - and that's not good, because effective change likely comes with some form of price tag, ranging from opportunity cost through doubled down OPEX and CAPEX in full scale transformation.
(Note: If you're thrifty by nature and that last sentence makes you uncomfortable...then prepare to feel flat out disgusted when you stop and consider the true costs of bad change practice; the staff turnover, the inefficiency and bottle-necks, the failed benefits realisation...nightmare stuff for even the most hardened CFO!)
Taking a page out of our previous discussions on visible leadership, being transparent about both these measures – the data-driven and the emotion-driven – can galvanise trust among your teams. They’ll appreciate that while performance metrics matter, so do their feelings and experiences.
And if you really want to get things done...you'd better get people to trust you!
The Comprehensive Change Leader
For some leaders, recognising that effective change isn't solely about reaching numerical goals is a pivotal mindset shift - and one that can be counter-intuitive to make in an environment where "our numbers" are under constant scrutiny. For these leaders, it's deliberate practice in techniques of enhanced dialogue and finding their authentic voice.
For others, it's about stepping back from tuning into compelling emotional narratives and bringing an analytical framework to quantify them, even if they are some of the most deeply cherished war stories about "us". For these leaders, it's deliberate practice in techniques of analytical reasoning and refining their data-driven decision-making.
Whichever fine tuning you require, I look forward to helping guide your thinking. I can share firsthand how my own career been two story arches of boosting up my sense of 'the numbers' (e.g.: a Masters of Commerce, Lean Six Sigma Green Belt, leading a team in a hard-nosed commercial industry etc.) whilst also refining my own natural aptitude for developing 'the narrative' (e.g.: Undergraduate in Culture and Communication, learning the craft of Service Design etc.)
But to be an effective leader of change, you will need both. Because despite every change scenario being distinct, the overarching principle remains constant: for an all-encompassing grasp of change, the “Hearts and Minds” deserve equal heed. Especially if you're compelled to change the plan.
It surpasses mere progress reporting or 'sense making'; it's about profound understanding. By intertwining data with personal journeys, we attain a panoramic perspective on change, laying the groundwork for more insightful, empathetic, and adept leadership.
That might sound daunting, but with the right coaching and a clear focus on building your change capability, you can get there!
It's hardly David vs Goliath...