If, however, we want to improve our performance, whether at individual or organisational level, it is necessary to abandon old habits and start working in a new way, one which is conscious and intentional. Usually it involves something someone else wants from us, not necessarily something we want to do ourselves.
Imagine you are a tennis player who has been playing the same shot in the same way for years. Your trainer suddenly announces you need to change your style so as to improve you performance. This is something traumatic and will probably provoke an emotional reaction in you. Is your coach questioning your abilities? Various thoughts might also make you question the coach's competence.
Exactly the same thing happens at the workplace in terms of changes in processes, practices or behaviour. The key is to present a clear vision of new successes and envisage the fulfilment of personal goals.
Start a change conversation
The first questions people want answered are usually: why should we change and where is the evidence? Then they will want to know the consequences for them personally and what the change will look like (the final state). Eventually, they will have to understand their role in the change. So there is much to consider before you engage in a conversation with someone about change.
To make things more complicated, everyone has the potential to react differently to change. Some people will be enthusiastic and see it as an opportunity for improvement. Others will try to avoid it and not get involved in the hope that change will simply take place without them or nothing will happen. Others, in extreme cases, will become angry or frustrated. Change challenges existing ideas and understandings deeply rooted in the brain, so when it occurs, emotions can easily surface.
A good leader or coach knows these reactions are natural. Sometimes we hear people talking about resistance to change, as if those who do not immediately obey and get on with it are bad people. This is a terrible way to view the situation. In reality, it would be disturbing and unnatural for everyone to surrender to change without questioning it.
You need to tread carefully. If you embody a change that no one wants, you can become a trigger for frustration and emotional outbursts from others. The key is to remain objective, calm, supportive and compassionate to people's challenges and difficulties. People often need time to absorb things and cope with change. Quarrels are inappropriate, as also are efforts to assert one's own truth.
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