A Note from Michelle: Change Reactions
When change comes knocking at your door, how do you react? Do you welcome it in or do you batten down the hatches? Do you perceive change as exciting? Inevitable? Something to be avoided at all costs? Do you understand your own perceptions of change? Why does it matter?
These questions – and others like them – sparked a lively discussion recently when I presented a workshop on Lead Change Well at the recent ATD-Greater Twin Cities Learning That Counts Conference.
They’re important questions. After all, change is unsettling – even downright scary. Upcoming change piles on stress as people worry how it’s going to affect them: if they’ll be able to learn new ways of doing things, if they’ll be able to measure up. They may even fear for their jobs.
And when people feel threatened, their lizard brains take over. We’ve all experienced that lizard brain descent into tunnel vision. It’s the arch-enemy of engagement and productivity, and it slows down the adoption of change.
As change leaders, it’s up to us to coach our teams through the challenges of change, not just stand on the sidelines yelling, “Go, team!” We need to gain insight into how individual team members respond to change so we can effectively lead them through it.
But, if we don’t look at ourselves first, how can we truly understand anyone else?
Did you have a bad experience with an incoming manager in the past . . . and now dread the arrival of anyone new? Did an operating system change make things imminently easier . . . and now you welcome technology upgrades? All our previous experiences – both positive and negative – affect how we perceive change. We bring our own backgrounds, fears, hopes, needs, beliefs, and biases to the situation. We react in very personal ways.
Ask yourself these two questions:
When I’m faced with change, what is typically my first reaction, and why?
How do my reactions and perceptions affect how I lead during change?
If you understand your own perceptions about change first, you’ll find you can soon recognize – and empathize with – your team members’ varying reactions. Convince them you can see things from their perspectives and it will be easier to communicate the business necessity for the change.
Keep in mind that incremental change is typically easier on us than big, sweeping changes. If possible, take small but deliberate steps toward the desired change. In fact, entrepreneur Brad Feld’s blog post “The 2% Change” suggests we “focus on changing things by 2%.”
A 100% overnight change is unrealistic and incredibly daunting. But 98 days of 2% change? That’s doable! It also gives change a chance to settle in and become the “new normal.” And that makes it more impactful over the long haul.
Historian Joan Wallach Scott once said, “Those who expect moments of change to be comfortable and free of conflict have not learned their history.” Keep in mind that even if you are comfortable with change, it doesn’t mean everyone is. Model the change you want to see in others, let your empathy flag fly, practice the 2% rule, and open that door to change! Go to Lead Change Well to find out what EPI can do to help.
Michelle Kelly, CEO (Chief Enjoyment Officer)