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Most people recognize the name, Paul Revere. He is famous for delivering the news, "The British are coming!" Paul Revere's message alerted the local militia in the Boston area to the oncoming British troops. But do you recognize the name William Dawes? On the same night that Revere made his famous ride, Dawes was given the same important task. He went in a different direction with the same message, but with DIFFERENT RESULTS. While people heard Dawes message, they didn't listen nor prepare. Many who heard Dawes message dismissed it and failed to begin an effective word-of-mouth campaign.

HOW COULD THE SAME MESSAGE PRODUCE DIFFERENT RESULTS? The answer: Paul Revere was a CONNECTOR. He was a person of influence. He spoke persuasively and was able to motivate people to action. Revere not only knew lots of people, but he also knew who to talk to get the word-of-mouth campaign going.

Can you identify the CONNECTORS in your organization? Every organization has them. They are the ones that seem to always be able to get things accomplished or turn-the-tide at a critical crossroad. Good leaders make it a point to identify several CONNECTORS, nurture a relationship with them and listen to what they have to say. 

Why are CONNECTORS so important? Consider the "20-50-30 Rule". (20% of the people in an organization are usually open to change, 50% are on the fence or are neutral, and 30% are not in favor of change.) CONNECTORS have the ability to exert tremendous influence on the 50% that are undecided. During times of major change, when turn-around is essential, CONNECTORS can make the difference!

I want to encourage you to:

• Increase your awareness of the CONNECTORS in your organization. IDENTIFY them.
• DEVELOP and NURTURE a relationship with CONNECTORS. They can provide you with vital information.
• When you need to get the word out---ENLIST the CONNECTORS
• REALIZE that if the CONNECTORS catch hold of the vision of your organization, momentum and movement will occur more quickly.

Phil Maynard
The Office of Congregational Transformation

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