{"id":983,"date":"2020-04-15T18:30:34","date_gmt":"2020-04-15T18:30:34","guid":{"rendered":"http:\/\/sivallc.com\/?p=983"},"modified":"2020-04-28T23:01:02","modified_gmt":"2020-04-28T23:01:02","slug":"things-have-changed-so-how-do-we-progress","status":"publish","type":"post","link":"https:\/\/sivallc.com\/blog\/things-have-changed-so-how-do-we-progress\/","title":{"rendered":"Things Have Changed \u2013 So How Do We Progress?"},"content":{"rendered":"

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\nProgress is a nice word.\u00a0 But change is its motivator.\u00a0 And change has its enemies \u2013 Robert Kennedy<\/strong><\/span>
\n
\nWhether we like it or not, a change has occurred \u2013 and on a very grand scale, nonetheless.\u00a0 Human beings are already inherently resistant to the concept of change, because even under better circumstances, change still leaves us with the unavoidable question of \u201cwhat if?\u201d\u00a0 Whether good or bad, the magnitude of unplanned change that has occurred in recent weeks has not made it any easier for us to accept change as a benevolent force.\u00a0 Change, and the apprehension to, is pervasive in all aspects of life and is the root cause of many psychological roadblocks, including our failures in career growth, personal relationships, and especially how to effectively grasp and apply important life lessons.\u00a0 Change obligates us to shift from what we are accustomed to and familiar with and deal with the uncertainties of a possibly new and unfamiliar path.\u00a0 However, we fear the unfamiliar and detest discomfort, so it makes sense why our baser instincts kick in when we are met with the proverbial fork in the road.
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\nMost changes we are experiencing today were neither planned on or prepared for, but rather dropped onto our laps with little warning and we have no choice but to trudge through a forest of uncertainty, unfamiliarity, and varying degrees of fear for an undetermined period of time, hoping to one day resume the sense of normalcy we were once accustomed to.\u00a0 Business professionals are attempting to weather the formidable storm with no discernable path of escape, further cementing our disdain for the change we are all facing.\u00a0 Change by definition is the act of making something different, and there is only so much change that can be tolerated by humans before we begin to feel like we are spinning on a hamster wheel, losing our sense of purpose, or worse, having a crisis of identity.\u00a0 This is the dilemma that millions of business owners and employees are now facing.
\n
\nFor many professionals, when things have generally been a particular way for some time, we believe that they must<\/u> be the result of the best choice, and the longer they have been said way, the better things should<\/u> be…in theory.\u00a0 This extends beyond the mere argument of \u201cif it ain\u2019t broke, don\u2019t fix it,\u201d but rather has been clinically demonstrated that we unconsciously believe longevity equals goodness.\u00a0 We prefer a comfort zone of reasonable predictability for one obvious reason \u2013 we like to be in control.\u00a0 When we are not in control, we feel powerless and when we are powerless, we are uncomfortable to the point of fearful.\u00a0 However, to progress is to experience a change of some degree; progress is the product of change and the precursor to whatever our individual definitions of success are.\u00a0 \u201cMonotony and complacency\u201d has never been the slogan for growth, nor has it ever been demonstrated to be the secret to prosperity.\u00a0 The silver lining to the circumstances of today is that this is not the first time humanity has experienced such a curve ball thrown at it (and in all honesty, it surely will not be the last).\u00a0 \u201cTimes arrow neither stands still nor reverses, it merely marches forward\u201d and it is up to us as business leaders to prove our mettle and lead our organizations through the turmoil that we are all facing, whether we like it or not.
\n
\nThings do not change; we change \u2013 Henry David Thoreau<\/strong>
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\nTo get a better understanding of our natural resistance to change and how we can overcome it, we must look at our limbic system \u2013 a set of structures in the brain that deal with emotions and memory \u2013 for answers.\u00a0 These structures regulate autonomic endocrine function in response to emotional stimuli and track our emotional relationships to thoughts, objects, people and events.\u00a0 The limbic system drives a lot of our behavior, quite often unconsciously, and determines how we feel about the world around us moment to moment.\u00a0 In the words of esteemed neuroscientist Dr. Evian Gordon, \u201cEverything you do in life is based on your brains determination to minimize danger or maximize reward.\u201d\u00a0 Today, millions of us are receiving little to no reward as a result of the catastrophic change.\u00a0 In fact, we are experiencing the threat of a high level of impending danger which we have little control over.\u00a0 Our limbic system is in fight or flight mode more than ever.\u00a0 To successfully navigate and circumvent our obstacles, both present and future, we need to understand how to effectively apply change efforts within our organizations with the hopes of not just advancing the progress of our businesses, but our personal development as well.
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\nNo problem can be solved from the same level of consciousness that created it.\u00a0 We must learn to see the world anew \u2013 Albert Einstein<\/strong>
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\nMost change, especially planned change, is intended to be beneficial, so why do over 70% of change efforts fail to reach their desired outcome?\u00a0 How can businesses learn to embrace change in our lives rather than rebuff it?\u00a0 Renowned change management expert Rick Maurer elaborates on three levels of change resistance exhibited by those receiving instructions for change \u2013 Intellectual, Emotional, Personal.
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\nThe first level (Intellectual)<\/strong> espouses an absence of understanding (\u201cI don\u2019t get the purpose of the change or how to change\u201d).\u00a0 This is the result of a lack exposure to information, disagreement over interpretation of the data, or confusion over what it all really means.\u00a0 The second level is an emotional <\/strong>reaction to the change (\u201cI don\u2019t like it\u201d).\u00a0 This stems from fear of losing face, status, control, competence, or expertise as a result of the proposed change.\u00a0 The third (Personal) <\/strong>is a lack of trust or confidence in the leader attempting to implement the change (\u201cI don\u2019t like you\u201d).\u00a0 It is in our best interest to understand what level we as resistors may be in, as this will result in the inevitable outcomes of the change process as well as the process itself to be as effectively executed and mutually beneficial as possible rather than chaotic and parasitic.\u00a0 As leaders, we must attempt to understand what levels different resistors are at and effectively making our case by using clear, understandable language, mitigating any anxiety, increasing excitement, and genuinely rebuilding any neglected or damaged relationships.\u00a0 It should be no surprise that Maurer\u2019s model emphasizes effective means of communication as the rudimentary skill needed to successfully overcome any of the three levels.\u00a0 After all, communication, or the lack of, is the fundamental reason that most change efforts, both personal and professional fail.\u00a0 Different levels of resistance require different methods of communication to ensure the message of change properly resonates with the intended audience.\u00a0 Practicing patience and diplomacy is easier said than done, but certainly rewarding in the long run.\u00a0 Maurer\u2019s model allows business leaders to identify the broad reasons why change efforts seem to be falling on deaf ears and to apply the appropriate methods for each scenario.<\/span><\/span><\/span><\/span><\/span><\/span><\/span><\/span>
\n
\nOnce pain points are identified, business thought leader and management consultant John Kotter offers an eight-step guide towards successfully leading transformation efforts within a business to ensure a greater chance of success:<\/span><\/p>\n

    \n
  1. Establish a sense of urgency<\/u> \u2013 convince a majority of your team that the status quo is more dangerous than the unknown<\/li>\n
  2. Form a powerful guiding coalition<\/u> \u2013 assemble a group with shared commitment and enough power to lead the change effort<\/li>\n
  3. Create a vision <\/u>\u2013 create a vision to direct the change effort and develop strategies for realizing that vision<\/li>\n
  4. Communicate the vision<\/u> \u2013 use every vehicle possible to communicate the new vision and strategies for achieving it<\/li>\n
  5. Empower others to act on the vision <\/u>\u2013 remove or alter systems or structures undermining the vision and encourage risk-taking and non-traditional ideas, activities, and actions<\/li>\n
  6. Plan for and create short-term wins<\/u> \u2013 recognize and reward team members contributing towards performance improvements<\/li>\n
  7. Consolidate improvements and produce more change <\/u>\u2013 hire, promote, and develop team members who can implement the vision and reinvigorate the change process with new projects and change agents<\/li>\n
  8. Institutionalize new approaches<\/u> \u2013 create leadership development succession plans consistent with the new approach<\/li>\n<\/ol>\n


    \nTransformation is a process, not an event.\u00a0 By understanding the stages of change, we boost our chances of a successful change transformation within a business.
    \n
    \nThe task of leadership is to create an alignment of strengths, making our weaknesses irrelevant \u2013 Peter Drucker<\/strong>
    \n
    \nOur physical workplaces have changed, our routines have been scattered, and our priorities have shifted drastically in a matter of weeks, but this does not mean that learning how to embrace change is not a valuable skill for business owners to have once the coronavirus dust settles.\u00a0 To withstand the current wave of hardship and victoriously emerge stronger than before obligates leaders to obtain an understanding of how to communicate what is best for the business with their teams.\u00a0 Change is, was, and always will be an omnipotent force to reckon with if we wish to grow and advance.\u00a0 While it may be true that the most accepted means of living, operating, behaving, or practically anything-ing will stand the test of time and sustain as the preferred choice of doing said activities, it does not necessarily mean that they are the best choice or that they are impervious to (necessary) change.\u00a0 We fear the unknown, and change requires us to venture out of our comfort zones, challenge our stability, and stare Unknown right in the face.\u00a0 Change is a modification and no matter how great or small, it is whether we are capable or willing to find stability and comfort in what may be a novel way of pursuing our activities.\u00a0 If we can do that, we can weather any storm that comes our way, even pandemics.<\/span><\/span><\/span><\/p>\n

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    [vc_row][vc_column][vc_column_text] Progress is a nice word.\u00a0 But change is its motivator.\u00a0 And change has its enemies \u2013 Robert Kennedy Whether we like it or not, a change has occurred \u2013 and on a very grand scale, nonetheless.\u00a0 Human beings are already inherently resistant to the concept of change, because even under better circumstances, change still […]<\/p>\n","protected":false},"author":8,"featured_media":984,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[5],"tags":[40,39],"yoast_head":"\nThings Have Changed \u2013 So How Do We Progress? - SIVA Enterprises<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/sivallc.com\/blog\/things-have-changed-so-how-do-we-progress\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Things Have Changed \u2013 So How Do We Progress? 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