Stanford University faculty member Debra Meyerson calls them "tempered radicals." They are under-the-radar rebels who lead social change from within large corporations by taking advantage of "small wins."
Writing in the Fall 2004 issue of the Stanford Social Innovation Review, a journal published by the Stanford Graduate School of Business, Meyerson examines the successes of three tempered radicals: a manager at a global high-technology firm who championed the cause of sustainability and other issues; an oil rig manager intent on merging corporate social responsibility with business imperatives and safety concerns; and a rising leader in a large Swiss bank who advocated socially responsible and environmentally sustainable business practices at the bank.
Meyerson says she culled these and other case studies from interviews conducted in 1995 with hundreds of employees in three large companies and professionals who self-identified as "change agents." Among more than 230 people interviewed were doctors, nurses, lawyers, architects, investment bankers, entrepreneurs, chief executives, journalists, and a Navy admiral.
Meyerson’s four tips to help you start rocking the boat without falling out of it:
- Build relationships with people inside and outside the company who share and appreciate marginalized aspects of your identity.
- Develop the discipline to manage heated emotions to fuel your agenda.
- Separate public "front stage" performances from "backstage" acts to create an appearance of conformity and credibility while acting on differences to sustain your sense of self.
- Design behind-the-scenes actions and initiate conversations that create connections with other people who have similar values, beliefs, and identities.
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