671: How to Make Change Happen Faster, Easier, and Better with Jake Jacobs

Pete Mockaitis
Jake, thanks for joining us here on the How to be Awesome at Your Job podcast.

Jake Jacobs
Thanks so much, Pete. I’m glad to be here.

Pete Mockaitis
Well, I’m glad to have you and I’ve got so many things I want to hear from you about how to leverage change but the first thing I want to hear from you is about your massive baseball card collection. What’s the story here?

Jake Jacobs
Well, first of all, we should tell your listeners it’s 45,000 cards, so for some people that’s considered massive; for others it’s just puny. But I started when I was about eight and just got the bubble gum and the packages, and then I hit about 15 and decided this was a potential way to send my kids to college at some point. And so I started ordering full sets and not opening them, which took the fun out of it but at 15 you’re kind of moving onto girls and other things. So, it sits actually in my parents’ basement, Pete, all 45,000. They’re not even with me. I moved into a house that I fell in love with a woman five doors down, so I can keep a ready eye on those cards.

Pete Mockaitis
Well, that’s good. Now, 45,000 cards, how much space does that consume in a basement?

Jake Jacobs
It’s a healthy pile. It’s a healthy pile. I think it’d go about waist high. And if I did the splits, I’m not terribly flexible, but if I did the splits it’d probably be about that far wide.

Pete Mockaitis
Okay, understood. That’s substantial. And then, in the basement, are you worried about flooding? What’s the estimated value when you think on this collection here?

Jake Jacobs
No, you haven’t met my father so there’s no flooding in that basement, brother. And I do have several Mickey Mantles and one card when the Padres were going to move to Washington. Nobody remembers this, but in ’72 they were going to move to Washington and they printed 500 cards with Washington on the card and then they decided not to go to Washington, so I’ve got one of those 500 cards. So, who knows? Neither of my kids ended up going to college.

Pete Mockaitis
Yeah, hotdog. There are just so much there in terms of do you view these as an economic-type investment or do you go and look at them from time to time? I’m just fascinated by people with big collections.

Jake Jacobs
Yeah. On podcasts that I’m on, generally, Pete, I refer to the economic benefits because some people think that I’m crazy having that many baseball cards and possibly even immature. But in my place in the world, I have a heart connection to them because it brings me back to mark, row, sorting baseball cards, putting rubber bands around them with the teams in little pieces of paper, and so I don’t need to open them, and I figure, yes, they’d be worth more if I don’t open them.

Pete Mockaitis
Okay. Fun. Well, so now we’re going to talk about leveraging change. I don’t have a great segue there. Just as sometimes teams change locations and then don’t change locations, some organizations fail to follow through with their changes.

Jake Jacobs
Absolutely.

Pete Mockaitis
And so, can you give us the rundown on when it comes to change in organizations, how often do those changes succeed versus fail and what’s behind that?

Jake Jacobs
Well, if you go by the Ready Reports, and in this is in the Harvard Business Review, this is in the Sloan journal, there’s all kinds of books that had been written on this, and the common number is 70% fall short of the objectives they set out to achieve. So, that doesn’t mean that they fell on their face, it just means that what set on to achieve, they didn’t. This is going to sound odd, but I actually, in 35 years of doing this work and had great mentors so this is not all on me, I had some of the mentors who started my field of organizational change, but I haven’t had a client disappointed.

Pete Mockaitis
There you go.

Jake Jacobs
After all that time and all that work. And I think part of it, Pete, goes back to like a “Never say no” attitude. So, if we haven’t gotten done what we need to then we’re not done with the work that we set out to achieve. And so, that notion of continuous improvement and hanging in there, and so when I work with clients, we get very clear on the outcomes at the beginning and what the deliverables are, and that’s what we work to. And I don’t have a clock going. Some consultants track things by time, I track things by outcomes. So, if we’re short of the outcomes, then there’s work to be done.

Pete Mockaitis
Got you. Okay, cool. Well, sounds like a good consultant work. Good stuff. Well, so then you’ve packaged a good bit of your learnings and insights when it comes to change in your book, Leverage Change: 8 Ways to Achieve Faster, Easier, Better Results. So, can you maybe hit us with a power punch to start. What’s a particularly surprising, fascinating, counterintuitive discovery you’ve made in your decades of work on change when it comes to change? Like, what’s something most of us don’t know but should know about this?

Jake Jacobs
Sure. So, Pete, what I would say is that you, your listeners, people who’ve written about change, studied change, practice change, both been changed and changed others, that’s what they focus on is, “What’s going to be different? What’s changed? What’s going to be different?” And at face value it makes sense. I mean, it’s what you’re trying to accomplish so why wouldn’t you focus on it?

I talk with my clients about what not to change. Now this is a different perspective. It’s what I call a paradoxical approach. So, each of the levers in this book states a common problem that organizations and people bump up against when they’re trying to bring about successful change. And then I have a lever, or a strategic action, a high-impact action, people can take to remedy that problem.

So, in organizations where there’s too much change, a lot of people talk about change fatigue, it’s like, “Oh, there’s one more coming down the pipe,” and what people hope for is, “This, too, shall pass. So, maybe we can get another leader and survive this change effort.” And I have a lever that’s called “Pay attention to continuity,” so what not to change.

And what I tell clients, very simply, is to make a list of all those changes that are going to occur in their organization. And they make a list, it’s a couple of flipcharts long, and it gets a little depressing in the room because it’s overwhelming. You’re surrounding yourself by all of these things that you’ve got to do differently. Then I tell them, “All right, we’re going to change gears. Now, what I’d like you to do is make a list of all those things that are going to stay the same, that are based on continuity. This time I want you to make the list twice as long.”

Well, people have a lot of ideas once they start thinking about what’s going to keep going the way that it’s always been, whether it’s who they work with, how they get paid, where they work, I mean, all kinds of things stay the same. But once they see this continuity lever, it shifts the energy in the room, it shifts the purpose that people have, how driven they are going to work. It changes the organization.

And I think that all of this focus on change is good and right, and it’s half the story. And it’s like trying to put a jigsaw puzzle together with half the pieces. You get a great picture of what’s on half that front of the board but you’ve missed half of reality. And so, that’s one that I think has been really powerful with people that I’ve worked with.

Pete Mockaitis
Well, yeah, I mean, that sounds powerful right there in terms of just the feelings you get, when everything is changing, is kind of uncomfortable. It’s sort of like a rising sense of, I don’t know, dread, anxiety, overwhelm.

Jake Jacobs
Those are good words.

Pete Mockaitis
And when you think about all the stuff that’s going to stay the same, it almost feels like after that it’s like, “Oh, no big deal. Okay, so I still got the same boss, I still got the same colleagues, I still get paid the same amount at the same frequency, I go to the same office, I use the same computer. Oh, but a couple of the software programs we’re using to insert inventory orders, or whatever, is going to be different? Okay.” It’s like, “What are we so stressed out about? Game on.”

Jake Jacobs
Yeah. And it really is I think it’s an emotional thing. I think that change goes to the heart of empowerment. And I’ve had clients tell me, “Everybody minds being changed and that people don’t necessarily mind change.” And so, if I’ve got my hands on the steering wheel and I’m starting to make some decisions about my future and I see that some of those are repeating the past, the way I describe it is that people find much firmer footing on that continuity side of the cliff, if you will, and they get a much firmer push-off into the unknown future. And so, you can be a lot more confident about how far you’re going to get because you’ve paid attention to the continuity.

So, when I even have executives give townhalls or they do communications, I had a client once that literally, in the working sessions that we held, it was about a rapid growth strategy and they needed to change a lot of things about how they did business and their roles and relationships and all kinds of stuff. And, in the meeting itself, he made sure that every time they worked on an issue around change, they worked on the same side of the issue but dealing with continuity.

And it was a very powerful session because it gave people permission at some basic human level to reclaim what was theirs. And I think that envisioning and creating our future is the most powerful thing that we can have and making that possible by reminding people of the things that are going to stay the same makes a big difference.

Pete Mockaitis
That’s great. Well, heck, Jake, let’s just get into it. That’s one lever and that’s beautiful. You’ve got eight of them. So, you tell me, should we just maybe do a quick overview and then dig deep into perhaps two or three more that make a world of difference for a lot of folks?

Jake Jacobs
Sure. I’ll tell you what the problems are that people bump up against and then just a short bit on the lever because I think there are a few that can lead to immediate action that people can take. Levers can be used by individuals, teams, organizations. They can be used with existing methods that people already have in place, and it’s like, “No, no, don’t give that up. Build on it and turbocharge it.”

They can be used at the beginning of a change effort or in the middle. They can even be used as informal tools where you don’t have a formal change effort but you’re just looking to do business a new way because the subtitle of the book says, 8 Ways to Achieve Faster, Easier, Better Results. So, if you’re into faster, easier, better results, these are good things for you.

And let me say one quick thing, Pete, because people may wonder, “Why levers? Like, what does this mean?” And it comes from a story about Archimedes who was a 3rd century BC Greek mathematician, and he was known for describing the power of leverage by saying, “Give me a lever long enough and a fulcrum on which to place it and, single-handed, I shall move the world.”

And so, I believe people can move their worlds in the arena of change by taking these levers and putting them under with the right results with a fulcrum and making change, something that can be faster, easier, and better.

Pete Mockaitis
Excellent. All right. Well, let’s hear some levers. Well, problems and levers.

Jake Jacobs
So, “Change takes too long.” Now this is one that you hear a lot from leaders and there is a lever, and I think I can talk more about this, which is “Think and act as if the future were now,” right? That’s number two. We’ve got one, “People reject your approach because it’s not invented here.” So, a lot of people will say, “Have you ever done this in my industry? Have you ever done this with an organization my side? Have you ever done it…?” And the answer to that is “Design it yourself.” There’s a lever that talks about “Taking the best of what you’ve used and actually looking back at your own organization’s capabilities with change and putting that into place.” So, design it yourself.

There’s “People don’t know enough to make good decisions.” In a lot of organizations, leaders appear to be making decisions that don’t make sense to frontline employees, and frontline employees are taking actions that leaves to throw their hands up. And so, this whole notion about not knowing enough, I have a lever called “Create a common database,” and it addresses this directly. And I’ve got a great story about that one with a client, too.

Then we’ve got “All change efforts must begin from the top.” So, this is one of my favorite ones because every consultant will come in and they will say, “Start with the senior executive team, get them on board, then cascade this through the organization. One needs to be transformed before they transform others. This is the way it goes.” Well, I say start with impact, follow the energy. So, that means start where you can make a difference and then follow where people want to do the work. And that’s a very different model than the waterfall approach that’s quite common.

So many ask, “What’s in it for me?” So, anybody who’s been in an organization may recognize the “WIIFM” way of talking about this, that’s, “What’s in it for me?” laid out in letters. So, the “What’s in it for me?” a lot of people see this as a problem, asking the question, like selfish, like there’s something wrong with the person asking it. And I look and I say, “No, this is a normal human reaction. This is not unreasonable to be asking ‘What’s in it for me?’”

So, the lever that I developed to address this is called “Develop a future people will want to call their own.” And if I developed a future that I want to be part of, then the “What’s in it for me?” question comes off the table, no longer is an issue. People get to only do their routine work of their daily job. Now I’m not saying that that’s unimportant but what I’m saying is that people yearn to make a significant contribution in their lives whether it’s in their places of worship, in their families, in their communities. It’s also true at work. And so, finding ways for people to make a meaningful difference is another one of these levers.

And then the last one. So, “People’s plates are already full.” You hear this all the time at organizations, they’re like, “I don’t want to take on change. I’ve already got enough to do.” And I have a lever that reframes this to say, “Make change work part of daily work,” that it shouldn’t be another item on the agenda, it shouldn’t be the meeting on Friday afternoon. You should be looking at it every day in everything you do, and that will actually change both your paradigm of what’s going on but also your experience of it.

Pete Mockaitis
As opposed to this extra bolt-on thing, it is rather the thing.

Jake Jacobs
Yeah, and it’s part of it. I had a client that was a team and they were looking at improving their performance, and they did an assessment and I was working with them instead of somebody else, and so they were like, “Well, let’s put a sub-team together, a committee, and they’ll study this,” and all this extra work that people resisted.

And I said, “No, no, let’s make this part of your weekly meeting. Every week we’re going to do something that improves your performance, whatever it may be.” And we started out taking part of the next meeting with feedback and the boss getting feedback first, and deciding what to do differently. But rather than separating change as “Another event, another item, that I got to deal with,” make it part of daily work.

Pete Mockaitis
Okay, cool. Well, so let’s hear about the common database. You said you’ve got a great story there. Let’s hear it.

Jake Jacobs
Yeah. So, this was in a merger and acquisition. And in that merger and acquisition, they needed to get a lot of people on board with the culture change. One of the organizations, I’m not going to be mentioning the organizations, but was a little slower, a little less rigorous, and worse-performing, and the other one was on the better side of that coin. So, what we needed to do was get everybody up to speed on what was going on with the merger and acquisition.

What we had were meetings. This actually took place around the world 200 people at a time but they don’t have to. You could do this with 10 people around a table. But what we did is we taught the frontline people about convertible bonds and debt and floating interest rates and all these things that the CFO and their people should be paying attention to, but what they were asking of these frontline people would not make sense unless they understood these business terms.

And so, they got a mini-MBA as part of these sessions. And that’s about people knowing enough to make good decisions. And so, that common database, it’s different for everybody. I do these LinkedIn videos, and one of them that I put up recently was “Do you know something that somebody else should know? Don’t keep it a secret.” So, this basic question of, “Do I know something, Pete, that you should know to be able to do your job better?” then it’s my responsibility to reach out and make sure that you know it rather than being too busy with my own work or having these senior leaders say, “People aren’t getting on board.”

Well, they don’t have the information you do. They don’t understand what the payoff is if we make these numbers this year instead of next year, and how much money saved, and what their bonus could be, and all those questions, I think, in that situation, needed to be information everybody knew. So, you get a mini-MBA if you need it as part of the work that I do.

Pete Mockaitis
And that’s intriguing, and I recall, boy, with my very first internships. My boss, Kevin, we were working in channel strategy for electrical components in terms of like, “How can we get distributors to sell more of our stuff,” basically is what we’re trying to figure out.

Jake Jacobs
Good internship.

Pete Mockaitis
And he mentioned, numerous times, how he did a training in finance, and that he thought of it again and again and again with regard to what shows up with like the share price and the earnings and the expectations, and how things bubble up. And I thought that was interesting in that that’s not sort of directly essential to know that, and, yet, everything you hear from the CEO just makes a bit more sense forever when you have that internalized. And I want to hear you elaborate on how the frontline workers understanding the convertible bonds improved what they were doing.

Jake Jacobs
Well, for one thing, it shifted their motivation immediately because if you understand that if you pay off that debt sooner, you save money for the company. And that money for the company, yeah, it’ll go into innovation, and it’ll go into next year’s budget, but some of it was going to go into their pocket. So, understanding the relationship between how fast they paid this debt off and what they could buy at Christmas was fundamental. They didn’t understand that.

And once they understood that the floating interest rate was there and why was it that they paid so much for this other company if it was underperforming, they understood what it meant to have those assets and what it meant to open new markets that they weren’t in previously on a global scale. And so, rather than just being US-based, they diversified their risks by going global and they diversified their customer base.

And all of these things which could’ve been on the rumor mill, which is very efficient, it’s one of the most effective communication strategies any organizations had, but around the rumor mill they were like, “We paid all this money for this company, and why did we? Look, they can’t even do their regular jobs right.” And that was the scuttlebutt on the street. And when they understood what that new business made possible for them, it made a lot more sense.

Pete Mockaitis
That’s cool in terms of immediate motivation for your compensation this year and what you can do as well as I think just enhancing some trust forever in terms of, “Okay, our senior leaders aren’t morons. In fact, they got a deep understanding of this thing, I’m just now learning about, that has implications for what we’re up to, okay. And I see how I fit into this.” So, even if there is not that direct connection to, “What can I buy at Christmas?” there’s a huge, I think, emotional energy lift that occurs there. So, that’s beautiful. Thank you.

Jake Jacobs
Sure. One other thing I’ll just jump in with, Pete, this is not just about people who don’t have to do with finance getting financial information. This is like even about what I do on my daily job and having information. So, years ago, there was something called open-book management that came out, and in plants and factories, they would post numbers on production numbers, and people hadn’t seen those before. They didn’t know what they were.

So, it’s not always this big leap in logic to say, “Well, we should teach somebody who’s on an oil platform enough to get an MBA.” But it’s like within your own team, do you know things that other people know? And like I said, if you’re keeping it a secret and you’re frustrated that your team is not performing well, then, I don’t know, it was Michael Jackson who said, “Take a look in the mirror and you might realize that you’ve got a lot more power in this situation than you thought you did.”

Pete Mockaitis
And just while we’re here, what are some things leaders ought not to disclose to more junior team members? Is more transparency, more openness always better? Or are there some guidelines, or limits, or times less is…?

Jake Jacobs
Yeah. So, there’s an approach that I take that really says you can have too much of a good thing, that there needs to be a balance between the sharing of information and the protection of information. And so, I worked with the Department of Defense and there was a lot of information they weren’t meant to share with other people. But if I have personal information about your performance, about the issues that you’re working on, about your family, about your development plan, there are a lot of things that I might know about you as a direct report of mine, and it’s probably not appropriate to be sharing all of that. It’s not helpful.

So, one of the things I would tell your listeners, and this answers the question simply, directly, and, I would argue, correctly, which is, “What do these people need to know to do a great job for this business and themselves?” And if you can answer yes to that 95% of the time, it’s a good thing to be talking about. And if sharing this is not going to make a profound difference for the performance of that team or that organization, like me talking about your personal issues, it doesn’t have a place in that, then they’re going to be safe sharing the information, and they’re going to be in a good place to protect what shouldn’t be shared.

Pete Mockaitis
All right. Thank you. Well, could you give us another story about a lever and action that made all the difference?

Jake Jacobs
Yeah. So, this is the one, when I talk about it, Pete, think it’s most unique. And it’s the one about change taking too long, that it being too slow, and leaders happen to complain about this a lot because they see what the benefits are, what needs to be different, and they’re trying to get things to move faster and they’re not for whatever reason. And I came up with this lever called “Think and act as if the future were now.”

So, what this means, it’s a paradigm shift, you got to think differently. Rather than the future being something that’s out there that will occur later, which sounds like common sense, what we’re going to do is we’re going to get some image of that future, however clear we can be, grab hold of that image of the future, pull it back into the present, and start thinking and acting as if that were our present now.

So, here’s a story that I have. There was a group of executives who were in deep debate, they had a day-long meeting set aside to figure out how to come up with a sales strategy in this new market, and they spent the whole morning arguing passionately about it, not as an unhealthy team. I mean, they listened to each other, but they came up with two answers to the question by lunch. And then people started to pick on sides and I could start to see this was not going to be a helpful way to spend the afternoon.

Now, this organization had said they wanted to create a participative culture. So, knowing my lever, I said to them, “Well, what could you do to create a more participative culture around this sales strategy issue?” Some of them looked around the table, didn’t know what to do, but there were a few of them who said, “Well, we’d probably get more salespeople involved in this conversation.” And that seemed to make sense to everybody.

So, they got out their version of a calendar, whatever it was at that point, and they started to make a meeting for next week when they would bring these people in. So, I saw this as a big, fat fastball down the middle, to go back to my baseball cards. And I thought, “All you got to do is swing,” because it’s going to make a lot of sense. And by that, I mean, I said, “Why wait for next week? You said you wanted to make a difference. And if you think and act as if the future were now, if you became that participative organization right here and right now at lunch, what would you do? Be in that future.”

And they said, “Well, we would grab the salespeople who were walking the halls here, and we would call up the ones that are out in the field, and we’d probably might even get some customers involved in this because we said we wanted to be bridging relationships with them.” And I said, “Great. Set it up for 1:00 o’clock, finish lunch, and let’s go to work.”

And what they found in the afternoon was this common database lever came into play, and a lot more people learned about what the issues were, and people on the frontlines talking about a new region of business, they had opened new regions before, they knew what was needed, they knew what was going to be a good or a bad idea.

And so, by learning that and by thinking and acting as if that participative organization was part of one that they were members of, they came up with an entirely different solution. It was a third solution that nobody in the morning had come up with but one that everybody in the room, customers included who were in on the phone, thought, “I got a lot more confidence in this being a path to take.” And what they found was they opened that new region faster than they’ve ever opened another region before, and it got to profitability faster than any region had before.

So, they came up with a good idea but it goes back, for me, to this, “Well, do we want to wait a week?” No, you lose time, you lose money, you lose energy, you lose political capital, all of these things. Why wait to get a better answer when you can start behaving as if you already knew it?

Pete Mockaitis
Oh, that’s good. And I think it’d be really fun if you are a salesperson in that afternoon who are just kind of surprised, pulled into a room full of senior executives, like, “Oh, okay. Well, I feel kind of special and important right now.”

Jake Jacobs
A little nervous too.

Pete Mockaitis
Certainly. And then that creates all sorts of good things in terms of some of the other levers with regard to they all make meaningful difference in that work and bringing it together.

Jake Jacobs
Absolutely. Absolutely. And the levers, Pete, work together that way so you can focus on one and start to make gains on two more where you don’t have to think, “Well, let me find a meaningful way for people to contribute. Let me find a way to create a common database.” They were working on thinking as if the future were now, and they got freebies in terms of what the results were on those other two.

Pete Mockaitis
That’s good. That’s good. Well, can you tell us, Jake, what are some key things to not do when we’re trying to get a change going?

Jake Jacobs
Yes. So, one of them, I think, is the notion that people see change as something that happens to them instead of with them. And so, if you can engage people in conversations that matter about their future and talk about the meaningful difference that they can make, avoiding those conversations, being nervous about those conversations.

I once had a client, it was a plant, and they were going to close. It was in Cleveland, it was a casting plant, I won’t tell you the company, but it was going to close. And so, they held a big meeting, there were 300 people, to talk about it. And there’s one woman who stood up and she said, “Look, if closing this plant is going to create an opportunity for my son to work at the plant the next town over, I’m willing to close it here.” The place went dead silent and it’s like, “Was she serious?” I mean, that’s something that you’re not really supposed to be talking about. It doesn’t make sense to talk about and, yet, for her, she decided that that was important.

So, a lot of people, when they deal with change, emotion is something that’s off the table. You shouldn’t be talking about how people feel. And what she did is she put on the table, her bare to her soul, and I’ve worked with clients a lot of times. I had a leader once who basically said, “We’re not dealing with feelings; we deal with facts and figures in here.” And his people were dying because of the support they needed and they couldn’t even ask for it because they saw it as a sign of weakness.

And so, if you can create a culture in your team or your organization, where people can speak the truth, and including their emotions and put it on the table, even this woman, it was a safe enough environment for her to stand up and say, “Look, I’ll put my job on the line.” But I think, too often, we look at change as a project, and it’s got deadlines, and it’s milestones, and it’s got resources, and it gets very cold and calculated, and we’re dealing with human beings, and that’s not how we’re wired.

Sure, you’ve got to pay attention to all those things but if you’re not looking at people’s experience of the change and asking them, “What’s going to make it better?” you don’t have to have the answers, but if you ask them, they know most of the time what’s going to work better for them. And so, that ask, and then you got to listen. So, if you’re asking and don’t pay attention, you’re in worse shape than if you hadn’t asked in the first place.

Pete Mockaitis
“Man, you don’t care.”

Jake Jacobs
Right. Charlie Brown, Lucy and the football, and Lucy pulls the football out and Charlie Brown ends up on his backside. It’s like asking people what they need and then ignoring it entirely – not smart.

Pete Mockaitis
Well, now could you share with us a favorite quote, something you find inspiring?

Jake Jacobs
Yeah. So, this one is actually one that I’ve used a lot of ways in a lot of places. So, this comes from Thomas Jefferson and it goes back to 1820, and he said, “I know of no safe depository of the ultimate powers of society but the people themselves. And if we think they’re not enlightened enough to exercise their control with a wholesome discretion, the remedy is to not take it from them but to inform their discretion.”

So, I think what he was saying is if people don’t know enough to be smart about decisions they need to make, then educate them. Help them make good decisions. Don’t take those decisions away from them. So, I’m a big believer in engagement in organizations for all the right reasons. It’s not right all the time but in a lot of organizations today, we err on the side of not informing discretion. So, I think that’s less of an issue for most people to deal with, but I think Thomas Jefferson in 1820 had it pretty darn well.

Pete Mockaitis
Thank you. Well, now could you share a favorite study or experiment or bit of research?

Jake Jacobs
Yeah. My mentor’s mentor, Ron Lippitt, people don’t believe this but actually, was a significant player in the invention of flipcharts, being if you want to claim the fame. Ron was at the University of Michigan, and what he studied was the difference between what he called preferred futuring and problem-solving. So, what he did is he gave two groups the same situation. One of them was to go about it as solving a problem, “What’s wrong? What do we need to do to fix it?” The other, he came up with this thing called preferred futuring, which said, “We’re in our future and what did we do to get there?”

And what they found at the end of this study was that people who were in the problem-solving group had less energy at the end, greater blame on other people, and they had reduction of pain solutions. So, it’s like, “It won’t be as bad if we do this than it normally would.” The preferred futuring group was the exact opposite. They were more energized at the end, they took more ownership of the situation, and they found innovative solutions to their problems.

So, this preferred futuring is actually the precursor or the father of all the visioning work done in organizations today. Until that time when Ron did this experiment, problem-solving ruled the day, and this was in the ‘40s, but he had the insight to say, “Maybe there’s another way.” And now it’s so commonplace, people would look at you like they had their heads screwed on backwards if you didn’t think about what the vision for your organization was going to be.

Pete Mockaitis
Well, thank you. And how about a favorite book?

Jake Jacobs
So, for me, I think that my favorite book is a book called The Practical Theorist. It was written by a guy named Al Marrow, and it was written about the founder of my field of organization change, his name was Kurt Lewin. And The Practical Theorist was saying, Lewin said, “There’s nothing so practical as a good theory.”

So, to me, it’s very concrete because I love the story. It’s very useful for the listeners. He was in Germany before World War II, and they used to sit and have coffee at the cafes, if you can imagine, and students would sit with them, and they had this wondering about, “Would the waitress remember the bill better before or after it was paid?”

And what they decided was it was going to be before it was paid. Other people decided after. So, they asked the waitress what it was before and what it was after. She could remember to the Deutsche Mark before it was paid, she had no idea what it was afterwards. A woman named Bluma Zeigarnik took this on as her doctoral thesis and it became known as The Zeigarnik Effect.

And what it says is that people have greater recall and motivation to go back to unfinished tasks. So, don’t tie a bow around something at the end of the day or the end of a meeting. Keep it open and you will find that people would be more motivated to go back to it the next day, or the next meeting, than if you finished something at the end of the meeting. So, a lot of times there’s this mad rush to get through the last slide or to get the last agenda item covered, and I would say don’t. Leave it for next time and you’ll find a lot more energy to work on it.

Pete Mockaitis
That’s interesting. And, likewise, I think, for, I don’t know, books, movies, stories, TV shows, like if the story is not quite finished, it’s like, “Ooh, what’s going to happen?” You got to know and you keep going.

Jake Jacobs
Absolutely. I think a lot of sitcom writers probably studied Kurt Lewin before they got into sitcom-writing.

Pete Mockaitis
Yeah. And how about a favorite tool, something you use to be awesome at your job?

Jake Jacobs
Yeah. So, this one for me is that I find that listening is the most powerful tool that I have at my disposal and it’s readily available anytime, place, or with anyone. And when I say listening, I mean listening to see the world through their eyes. And so, I talk with my clients about four magic words that they can use whenever they’re in trouble. It’s like you get a little hot under the collar, you start breathing a little faster, you start interrupting the other person, like we all know what it looks like for our own version of that.

And I tell them, “As soon as you start to feel that happen, say, ‘Could you say more?’” And that gives an invitation to the other person that they have the floor still, and it creates a safe place for that person to go deeper into whatever it was that they were saying because you’re inviting them. So, when I give you an invitation, Pete, that says, “Could you say more?” you’re going to feel better about sharing it with me.

And the other thing it does is it interrupts that whole building of interruption and heat and breathing, all those things when we get a little ticked off. But when you say, “Could you say more?” well, one thing is they see Jake in their face saying, “Say it,” and hopefully your listeners will hear me next time they get in that situation. But it’s very practical advice. I think, like this guy who wrote the book “The Practical Theorist,” it’s like, “If you can’t put theory and put it into practice, then it’s not worth knowing in the first place.”

Pete Mockaitis
All right. And is there a particular nugget that you share that really connects and resonates with folks; they quote it back to you often?

Jake Jacobs
Yeah. So, this one goes back to that lever about “Think and act as if the future were now.” I interviewed people to put on my website, clients, and half of them came back to me and said, “You know that thing you say about living in the future and making it happen today? That’s been really helpful.” And one of the people said, “Yeah, I went back to my team the next day and there was a guy, after I said that, who was like the chief engineer, had a whole list of things that he needed to start doing differently if he was going to operate and do business in new and better ways.”

And so, that has been something that a lot of people have come back to me and said, “You know, one thing, for sure, that I’ve taken away from my time with you is that quote and putting that quote into practice.”

Pete Mockaitis
Let’s hear it one more time.

Jake Jacobs
“Think and act as if the future were now.”

Pete Mockaitis
All right. And, Jake, if folks want to learn more or get in touch, where would you point them?

Jake Jacobs
I would point them two places. One, my website JakeJacobsConsulting.com. The other thing that I would encourage them to do, if they’re not on LinkedIn, I’d get on it, but if they’re on it, look me up there, I’m Jake Jacobs. And I’ve got a short Jake on Change, two-minute videos, that I put up there, there’s articles, there’s quotes, there’s all kinds of materials because I believe you go into the world with open arms. And the more you share the more you receive. So, it’s really important to me to make sure that I continue to push my own thinking, and I continue to give whatever gifts I have to other people so it will help them create faster, easier, better results, whatever they may be working on.

Pete Mockaitis
And do you have a final challenge or call to action for folks looking to be awesome at their jobs?

Jake Jacobs
Yeah. I think that the final challenge is for them to picture a day when the results they’re working on for their change effort are achieved, for them to picture a day when somebody who’s been resistant to their change work comes up to them and says, “I’m really glad I got involved. I’m excited about the future we’re creating,” and to picture a day wherein their organization, faster, easier, better results just become the way of doing business. It’s not something special or different. It’s just the way that we operate.

And if they could sit back and picture those days when those things are happening, I think they end up getting pulled into the future more by what Ron Lippitt would call their preferred future or vision, and less of it is about getting mired trying to solve today’s problems. It’s much better to get pulled forward than pushed from behind.

Pete Mockaitis
Well, Jake, thank you. This has been a treat. And I wish much luck in all the ways you achieve faster, easier, better results.