‘Everything you want is on the other side of fear’
– Jack Canfieldmotional commitment to implementing the strategy

Change is uncertain & risky even for those who embrace it. The very idea of change triggers a defence mechanism: Fear- whether the threat is perceived or real!

Psychologist Daniel Kahneman was awarded the Nobel Prize in Economic Sciences for proving that humans make decisions emotionally first. We have five times more negative neural networks than positive ones, so we have an inbuilt ‘negativity bias’.

Dr Evian Gordon, integrative neuroscientist and author of The Brain Revolution, described this ‘as the phenomenon by which humans pay more attention and give more weight to negative rather than positive experience or other kinds of information’.

It means that we are more likely to focus on the negative aspects of change that drive our fear in the first instance. Research shows that we prefer the certainty of an adverse outcome in a situation rather than the uncertainty of what the outcome may be. We can’t control uncertainty & worrying only makes things worse. As a leader responsible for implementing any changes in your business, having empathy, and understanding the emotions & fears that get in the way of accepting change is a great first step in overcoming the resistance.

𝐏𝐫𝐨𝐠𝐫𝐞𝐬𝐬 𝐢𝐬 𝐚 𝐧𝐢𝐜𝐞 𝐰𝐨𝐫𝐝. 𝐁𝐮𝐭 𝐜𝐡𝐚𝐧𝐠𝐞 𝐢𝐬 𝐢𝐭𝐬 𝐦𝐨𝐭𝐢𝐯𝐚𝐭𝐨𝐫. 𝐀𝐧𝐝 𝐜𝐡𝐚𝐧𝐠𝐞 𝐡𝐚𝐬 𝐢𝐭𝐬 𝐞𝐧𝐞𝐦𝐢𝐞𝐬

𝘙𝘰𝘣𝘦𝘳𝘵 𝘒𝘦𝘯𝘯𝘦𝘥𝘺

To implement any change in strategy, you need to change the way people undertake their roles within your organisation; the way to do this is to mobilise them. Without mobilising your people, you won’t achieve the successful implementation of your strategy.

Mobilisation is not a deliverable in its own right, rather it is a crucial enabler – a mechanism to bring your strategy to life.  Mobilisation focuses on aligning mindsets, providing clarity and ownership for each person’s role in the change, determining what actions they will take within the strategic element guidelines and getting them to take individual responsibility for their role in implementing the strategy.

Many of us can be resistant to or even afraid of change, research shows that we prefer the certainty of an adverse outcome in a situation rather than the uncertainty of what the outcome may be. We use a process called KUBA to mobilise people and help overcome the inertia that can be experienced when confronted with change.