Simon Terry

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The Leverage of the Change Agent

Give me a lever and a place to stand and I shall move the earth – Archimedes

There’s a tiny thing on the edge of a rudder called a trim tab. Just moving that little trim tab creates a low pressure that pulls the rudder around. It takes almost no effort at all – Buckminster Fuller

Change Agents move the world to change because they understand the importance of leverage. Small actions can be leveraged into larger outcomes through their work.

The Leverage of Purpose

Change agents take grievances, disappointments and frustrations and turn them into purposeful action. Crowds can easily share a grievance. However someone needs to help the group to turn abstract frustration into a shared purpose. Discovering that shared purpose in a group is a lever of influence and motivation that scales rapidly.

The Leverage of Networks

Change agents understand that networks are extraordinary ways to scale their influence. They can connect with likeminded individuals, share information, solve challenges and develop new ways of working. The network expands the influence of the change agent across their organisation and across the world.

The Leverage of Role Modelling

Change agents do. Change agents understand that the most effective way to lead change is to show others change is possible through action. For every role model there are thousands of eyes in networks who can be influenced to magnify the scale of the change.

The Leverage of Experimentation

Change agents take advantage of the leverage that comes with experimentation. If you do more often, you have had a greater impact. Rather than wait for the perfect information, change agents experiment to learn and create an example for others.  Experimentation enables networks to scale beyond individual expertise and accelerate learning and change.

The Leverage of Tension

Change agents create tension. For many organisations, the existence of people pushing for change creates tension that focuses new attention on the need to change. Creating and shaping tensions in the organisation is a role that change agents play to create the ‘low pressure’ pull through the resulting focus, discomfort and action.

The Leverage of Generosity

Change agents give because a culture of giving expands influence. Working out loud with a generous intent, giving of their time and effort to help others or focusing on the needs of others are highly effective ways to move change forward and set an example that encourages others to do the same.


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