What you study in college typically has little correlation to what you end up pursuing afterwards. I was an extreme example.
Majoring in math, I quickly took to the streets, performing improvisational theater. I culled together artists of all mediums with a mission to produce art that garnered audience participation. With patience I developed methodologies to catch people’s attention mid-commute and join in with the performance.
Fast forward to my time at The World Bank where I was able to use the same methodologies to create events, each one involving thousands of people. Pulling these off meant not only keeping attendees engaged and listening, but fostering a buy-in reaction—audience members didn’t just see eye-to-eye with the content, they wanted more.
Recently, as a strategist, I’ve seen this kind of participation manifest as a social phenomenon.
We know enacting change requires follow-through, which requires an inspired commitment by all parties involved. But how do you get that commitment? The answer lies in infusing key constituencies with that enthusiasm.
Consider who needs to be on board for success. Your board of directors? The senior leadership team? Particular committees? Indispensable coalitions like these have the potential to create the kind of zeal that trickles down to all participants, large and small. Igniting this flame is key to successful execution. But understand that it travels socially, between individuals and through morale. The investment must come emotionally as well as intellectually through the coalition’s social web.
If you can establish this kind of deep rooted reaction, the impact you’re looking to create has a much higher likelihood of success. Your goal will bubble up from within people, rather than appear as a hollow pragmatic agenda. Your mission will become their mission.
