Be the Thermostat, Not the Thermometer: A Guide to Creating Positive Change in Your New Role
The phrase "be a thermostat, not a thermometer" was popularized by Martin Luther King Jr. in his 1963 book "Strength to Love." In it, he wrote about the importance of being a transformative force rather than merely reflecting the current environment. While King used this metaphor in the context of moral leadership during the Civil Rights Movement, its wisdom extends perfectly into professional settings, especially when you're stepping into a new role.
A thermometer simply reflects the temperature of its environment. It's passive, reactive, and adds no value beyond measurement. A thermostat, on the other hand, actively influences its surroundings. It has a target state in mind and works systematically to achieve it.
When you enter a new workplace, it's tempting to simply absorb and reflect the existing culture, processes, and attitudes—to be a thermometer. You might hear phrases like "that's how we've always done it" or "we tried that before, and it didn't work." The easy path is to accept these statements and adapt to the status quo.
However, you were likely hired not just to maintain, but to improve and innovate. This is where being a thermostat becomes crucial.
How to Be a Thermostat in Practice
1. Start with Understanding
Observe the current "temperature" before attempting to change it
Listen to understand, not just to respond
Map out existing processes and their historical context
Identify the why behind current practices
2. Build Relationships First
Develop trust before proposing major changes
Show respect for institutional knowledge
Find allies who are open to innovation
Create safe spaces for honest dialogue
3. Set the Right Temperature
Introduce changes gradually rather than shocking the system
Frame improvements in terms of shared goals
Focus on evolution rather than revolution
Be specific about desired outcomes
4. Maintain Consistent Control
Stay steady in the face of resistance
Keep the focus on objectives rather than personalities
Provide regular feedback and adjustment
Celebrate small wins along the way
Navigating Constructive Conversations
When you're ready to propose changes, consider these approaches:
Use "Yes, and" Instead of "No, but"
Instead of: "No, but that process is inefficient..."
Try: "Yes, I see how that process has served us, and I wonder if we could enhance it by..."
Frame Changes as Experiments
"Could we try this approach for two weeks and measure the results?"
"What if we ran a small pilot to test this idea?"
Acknowledge the Past While Looking Forward
"I understand this method has worked for a long time. What if we could build upon it to address our current challenges?"
Focus on Shared Goals
"We all want to improve customer satisfaction. Here's how this change might help us get there."
Remember that being a thermostat doesn't mean making dramatic changes overnight. The best thermostats make subtle adjustments to maintain optimal conditions. Similarly, your role is to:
Make incremental improvements
Monitor the impact of changes
Adjust based on feedback
Maintain a consistent direction toward your goal
Martin Luther King Jr.'s thermostat metaphor reminds us that true leadership isn't about conforming to our environment but thoughtfully shaping it. In your new role, you have the opportunity—and perhaps the responsibility—to be more than a passive observer. By acting as a thermostat, you can help create the positive changes your organization needs while bringing others along on the journey.
The key is to remember that, like a well-functioning thermostat, the best changes often happen gradually, consistently, and with a clear purpose in mind. Your role isn't to dramatically overhaul everything overnight, but to steadily guide your environment toward a better state, degree by degree.
