Habits – the norms that become set within the organisation, preventing change and keeping everyone in their comfort zone.

Not all habits are bad. Some habits are good such as they make sure important and mundane jobs get done. They create a safe environment where people know where they stand.

But when it comes to making sweeping changes and shifting the business onto a higher level of functioning, those habits can quickly become blocks to change. More so than ever, we are running into situations where people are protesting and resisting changes being driven by the increasingly desperate economical situation.

Why is it so difficult?

Why do people resist?

Changing a habit, particularly a long established one is painful. It causes the person to challenge their very basic ‘values’ and everything they believed to be true about your organisation. It takes away the safety net and creates fear. The person can only see and feel the fear of loss, rather than the gain or opportunity ahead. People feel cheated and threatened. They have lost trust.

For the organisation, the very foundations have become unsettled and it’s as if it has been hit by an earthquake and rocked to the core.

To manage and drive change well, its important to do communicate at ground roots level and all the way up through the organisation. You need to get your people on board. You must appoint ‘cheer leaders’ to drive change taking their companions with them.

If people are to move on due to redundancy then they need support to see the future as an opportunity for a new direction. As one door closes another one opens. You need to help them discover the door with the magic key inside to that bright new future.

When people are involved and part of the change, they feel safe and will move through the change, coming out better people when stability is once again created.

Remember: Take people with you. Communicate at roots level, Cascade change through the organisation. In doing so, trust will be re-established and respect and loyalty for you increased too.

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