Chapter 6 How to Make a Compelling Case for Change 99

• Threats in the world such as terrorism and collapse of financial markets
• Dreadful or terrific customer satisfaction
• Quality or productivity data that make you shake your head with concern or delight

Now, think about how any of the items you selected might impact people emotionally (Level 2). Here are some of the common emotional reactions.

• It could cost me my job.
• It could reduce/increase my job security.
• It could result in lower stock performance.
• It could limit my career opportunities.
• This could mean losing members or customers.
• There are opportunities for me to learn, grow, or rise up in the ranks.
• I could make more money.
• I’d have greater opportunity to pursue my dreams.

You’ll notice that the first list deals with rather global issues like changes in corporate quality or customer service, or things happening on the world stage. But the second list is made up of highly personal emotional reactions. That’s typical of emotions. Initially, we get worried for ourselves and our families. We are aware of how global change hits us on a personal level first. How are we going to survive? Can I pay off my mortgage? Send the kids to college? What’s in it for me? That’s where you need to target your message.

What you say about how the company could benefit might be true, but you’ve got to connect those dots so that people realize you are talking about them. Without explicitly making those connections for people, you risk missing your audience.

Step 3: Brainstorm Ideas

Now that you know where your stakeholders are and what might grab their attention, go wild. Think about the possible ways to Make a Compelling Case. Here are some ideas:

• Consider approaches that have already worked in your organiza- tion. Ask yourself, why did they work? And could that strategy work in this instance?