Peter encourages us to change the narrative — not people. The concept of a “change agent” is arrogant, says Peter. Instead of saying “I’m here to change them,” we can say, “I’m here to change the conversation with people about their intentions.” In any conversation aimed to change the narrative, you’re doing two things: giving support to the organization and then confronting it. Peter says the support statement often is a simple acknowledgement that you hear what the client is saying; it means you have listened. The confront statement then identifies the difference between how you see a situation and how the client sees the situation.
