The prevailing belief is that people don’t like change. If that were true, no one would ever get married or have a baby. Here’s what is actually true: Human beings are ok with change (sometimes)… when we are prepared for it, in control of it, and see a win.
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Traditional thinking tells us people don’t like change. But if that were true, no one would ever get married or have a baby. Or move, or go to college, or change jobs, or the myriad of other changes we humans regularly impose on ourselves. People make huge sweeping changes.
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“I want to do it, but he won’t go along.” Stan had just been through an innovative marketing seminar. As a partner in a mid-size consulting firm, he was looking for ways to take the business to the next level. The seminar opened up a whole new world for.
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When are you the most motivated? Chasing a huge opportunity? Or trying to avoid a major problem? Human motivation tends to boil down to two things: a desire for reward or fear of consequences. We call it the light of the solution vs. the heat of the problem. Unfortunately.
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Does your work make you a better person? Or does your job make you a worse person? Your answer could determine the trajectory of your entire life. No joke. We’re all sadly familiar with the TV version of soul-sucking work. Someone, usually Dad, drags in the door at night,.
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She was enthusiastic during the seminar. The content was spot on. She knew the ideas could help her organization. But as she thought about her team, she could feel herself deflating. She was already anticipating their cynicism. The disparity between her aspirations and reality felt like a heavy weight..
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The common belief is, people don’t like change. If that were true, no one would ever have a baby or get married. The truer point is: people don’t like change that makes them feel unsafe. Change we don’t choose, or can’t control pushes our buttons. For example, deciding to.
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We’ve all been there. You’re at the annual meeting; the leaders rattle off the usual buzzwords. Eyes glaze. The question is why? No one shows up to a meeting wanting to be bored. Leaders certainly don’t want their teams to disengage. But words matter. When leaders overuse jargon with.
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The team was concerned. They were making an organizational change. At the same time, they were under pressure to move into new markets. People were anxious. They believed the internal conditions weren’t stable enough to pursue new opportunities externally. They were wrong. My father once told me, “If you.
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We’ve long been told, “Change is hard.” The prevailing wisdom is that people don’t like to change. I was recently dealing with a leader who was trying to make organizational process changes. Very few on the team adopted the new processes. They didn’t argue in the meeting when it.
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