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Welcome to Changemaker stories from LOCAL - an ongoing series of personal interviews with leaders driving change across every industry and discipline. Because change shouldn’t mean going it alone.
This week, we had the pleasure of speaking with Jarrett King, a visionary leader energized by working with fellow creatives. Her lifelong curiosity about human behavior has propelled her career from advertising agencies to leadership roles at GE, Coca-Cola, and now ResMed. Our conversation delved into the power of context, the dynamics of trust in leadership, and Jarrett’s enduring love for the South Carolina coast.
When I was on the agency side, I read the book Don't Make Me Think. It’s all about simplifying concepts, and it's incredibly relevant to driving change. In more recent years, the one book that has really stuck with me is Hostage at the Table by George Kohlrieser. Applying the concepts of hostage negotiation to conflict resolution and influence is fascinating and learning to “put the fish on the table” is something we all need know how to do with skill.
Studies show that companies that are “design led” outperform those that are not, so we know investing in design can yield growth. That said, many organizations fail to leverage their design talent to the fullest because they aren’t adept at bringing designers complex problems to solve rather than prescriptive solutions to execute. Designers are best viewed as problem solvers, not order takers.
Adaptability is a skill. I believe it can be taught, and people can develop it if they’re willing. I’ve read that adaptability is a form of intelligence, which is fascinating.
However, you can't predict how everyone will adapt. The change curve looks different for each person, and creating structures that give people the time they need to adjust is one of the hardest yet most rewarding parts of leading change.
“Context. Context. Context.”
Great change leaders are context enthusiasts who know how to not only communicate, but also build enthusiasm around ideas.
At the start of any change, provide the context. Whether you’re talking to a small team or an entire organization, you have to align everyone on the ‘why.’
You know change is working when people start repeating leaders’ key messages in their own words. When your people adopt the language and begin to tell the story themselves, it’s a hint that they’re really starting to internalize the change.
Disengagement is a clear sign that change isn’t working. When people cling to old ways or say, ‘I like it the way it is,’ it’s a challenge for leaders to step in, not back.
Transparency is crucial, but it’s not enough on its own to build trust. Leaders need to honor their commitments and find ways to balance what they can share with what’s confidential.
I think the most inspiring leaders really believe in what they're doing. They’re often leading for unselfish reasons. They believe in the mission passionately. It's at the core of who they are, and they drive change as a result of that passion.
A great change enabler and one of the brightest people I know is Stephen Taylor. He’s a service designer and researcher by trade and a philosopher by nature. His observations, insights and frameworks not only help drive change but also help people analyze, understand and navigate change with fresh perspective.
The South Carolina coast is where I go to recharge and reconnect. I return there year after year, often working for two months at a time because for me, it is the most inspirational and tranquil place on the planet.
Are you a Changemaker? We want to hear your story. Let's talk.
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