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5 ways needed to make a difference


Change is inevitable, but that doesn’t mean it will always be easy. People are sustainablebut we are also resisting change. We are so connected, that’s why change can be so scary, scary and challenging.

Our brains are plastic, malleable and prolific for quickly assimilating huge amounts of information when we are young. But when we learn right from wrong, good from evil, and security from fear, our brains begin to pave the way that amplify these changes for faster decision-making and cognitive efficiency. The subconscious mind remembers these environmental and social triggers and connects these pathways to the foundational layers of our software.

In these early stages of development, the brain can quickly change, grow and adapt to any environment. But it’s for the better and for the worse.

Growing up in a tense or troubled home can teach you to have certain beliefs about parents, society, relationships and money that cannot be implemented in reality. Laying down this early experience can shape our prospects and habits later in life, causing many potential problems and outcomes that can shape the trajectory of a person’s ability to make money, build healthy relationships, or achieve the goal.

Leading changes are possible

But not all is lost. Change can be one of the most rewarding things that happens to a person, especially if those changes are intentional, directed, and aimed at achieving a goal or achievement. This can be even more transformative when provided by a respected colleague who deliberately leads change through team building exercises, experiments and servant leadership.

Tomorrow’s leaders need to be able to foster change with their teams and colleagues because of the rapidly changing world around us.

Regardless of your childhood experience, we are all fighting a tough battle because our brains have not been developed be open to change– they were designed for security. The human brain was created to keep us safe and hoping to give us a better chance of surviving, spreading our genetic line and allowing us to raise offspring.

While this may be a simplistic approach, it is a serious truth. Changes have not always been part of this equation, so they can cause us significant anxiety and tension if we actively seek or experience them.

5 ways needed to make a difference

If we really want to drive change, we need to look for change in the brain. And to change the brain, there are a few guidelines we need to use. Here are five ways to make changes.

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1. Give an example

Actions will always speak louder than words, and this is the best way to promote change because it allows others to join. People are social beings, we have always been and always will be.

If someone on your team is going through a transition, making positive changes in their life, or acquiring a new hobby with something, it’s contagious. People are fascinated by change and begin to initiate change themselves. It helps make change management easier because it shows others that if you can do it, they can do it too.

In many ways we need to see others do something before we gain enough confidence to do it ourselves. As an example, take a four-minute mile.

Until May 6, 1954, no one violated the four-minute time, and during this time it was considered physically and physiologically impossible to do so.

However, Roger Bannister, a university athletics star and Oxford student, covered a four-minute mile in bad weather and significant crosswinds. And while it was an amazing feat in itself, the following is even more remarkable.

In two years, nine more people overcame the four-minute barrier. So what has changed, you ask?

Their psychology and expectations of what they were able to achieve.

To see is to believe. And if you set an example, you end up leading the change. You give faith to others that they can do the same. This is a real guide.

2. Meet your people where they are

It is difficult to meet someone where he is not. In fact, it is impossible. This is one of the most often ignored components for driving change because it’s so simple.

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Meeting your people where they are is necessary for change because it creates a solid foundation for work.

If you ask a colleague or friend to change themselves or behave in a foreign way, it will feel careless and remote, which will cause them stress, anxiety and depression through the gap between where they are and where they are asked to meet.

This dissonance can manifest itself in different ways in the boardroom and at home, from anxiety to depression and disconnect, which will eventually lead to changes in communication, eye contact and even work habits.

If you can meet someone where he is, you meet him where they are comfortable. Because change is inconvenient, starting in a safe place can create a trajectory of significant improvement in a short period of time because a person feels safe to take risks and make changes. This psychological security is necessary to create change and adopting new habits.

The next time you find yourself a leader of change, first make sure you follow in someone else’s footsteps to make sure you meet them where they are.

3. Ensure psychological and emotional security

If actions speak louder than words, and meeting people where they are is the foundation of change, then providing security and a safe place for change is the roadmap to successful change. Our brain is set up to react negatively to changes because it takes us out of our comfort zone and challenges our brain’s ability to predict what will happen next.

In moments of uncertainty, our brain triggers stress responses that reduce the ability to process cognitive abilities, allowing us to prepare for the outcome of “fighting, escaping, or freezing”. Unfortunately, none of these options are profitable because it deprives our critical thinking of bandwidth and leads to failed decisions that can deteriorate over time and significantly affect profits.

By creating an environment that facilitates and encourages making mistakes and being open to change, people can begin to act in behaviors that will change their outcomes.

This is a big problem with leaders who micromanagement their team members and colleagues. They create an environment of fear and stress that changes the company’s culture and changes the company’s brain. As a result, the company’s end results are determined by daily decisions and the ability of its employees to be open to change.

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Give your team the freedom to make mistakes and learn in the process. Lead change does not have to be difficult.

4. Facilitate the state of “flow” performance.

Michal Chiksentmihai’s work on the current state of consciousness has found that those who are in a state of flow can increase a person’s perception of a sense of greater satisfaction, energy and participation in their work. This is the perfect state of mind that we should all strive for in our personal and professional lives.

Achieving the mental state of group flow is the ultimate way to drive change because it creates an environment of performance, performance, and maximum achievement. And the best part about it is that people feel good while they do it!

When people find these states of performance flow, they actively immerse themselves in their work and promote change right before your eyes.

And the benefits of being in a flowing state are staggering:

  • Enhance emotional regulation
  • Increased pleasure and content
  • Greater happiness and commitment
  • Higher level of learning and skills development

As someone focused on leading change, this is the Mecca of optimal growth and performance.

When leaders cultivate an environment that promotes flow, hard work becomes easy, complex tasks turn into doable projects, and satisfaction levels rise rapidly. Flow states are a major factor for driving change because they provide immediate feedback, a sense of fulfillment and higher results.

5. Be patient and open to giving / receiving advice

Change doesn’t happen in an instant, and it may take time to find the right dose of change to see the results we’re looking for, but that doesn’t mean the process can be accelerated or accelerated.

Changes can be scary, but they can also be addictive. For example, finding the right speed, rhythm and feeling to guide change is an art form in itself, which is why there are so many opinions on the subject.

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When leaders are patient with their peers, they provide extra support and show them that it’s okay to go at their own pace. Unfortunately, the process of implementing change is not linear, so leaders need to set realistic expectations for their teammates and be open to feedback.

Leaders who seek advice, rather than feedback, strengthen psychological security by allowing colleagues to feel safe, make mistakes, ask questions, and challenge themselves without worrying about the consequences of failure. When individuals are given the opportunity to contribute, they feel more aligned with the goals of the team and the company, which increases their willingness to put more effort and energy into projects and completing tasks.

But this cycle is a two-way street. Your team members need your advice to improve their efforts and stay in line with common goals. The advice should not be harsh criticism, but it should reinforce short-term and long-term goals so that your people can follow the prize without losing the forest through the trees.

Given the current state of uncertainty in companies and businesses, efforts should be made to eliminate as much uncertainty and stress as possible to keep people in a state of “fighting, running away or freezing”.

We are all in this together

Leaders create future leaders. And if you manage change, you’ll be surprised to see who comes to the plate to help you ease those changes.

Outstanding leaders have painful effects in their company that create shifts in the momentum and culture of the company, so metrics and data points may not always track their results.

The community is at the center of change because business is the sum of its people. Anyone who said “business is not personal” clearly did not understand business because it is personal. This includes building relationships and trust and promoting growth in various aspects of the company.

Lead change should not be difficult if you focus on using the right tools and tactics to create them. This can be one of the most rewarding things a leader can do, and that’s why we need more people to actively pursue it!

Change is inevitableand if you understand how to alleviate this by changing your brain, it can be easy.

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Recommended photo: Hannah Busing via unsplash.com

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