๐๐๐๐๐๐ ๐ข๐ฌ ๐ฉ๐ซ๐จ๐๐๐๐ฅ๐ฒ ๐ญ๐ก๐ ๐จ๐ง๐ฅ๐ฒ ๐๐จ๐ง๐ฌ๐ญ๐๐ง๐ญ ๐ข๐ง ๐ญ๐จ๐๐๐ฒโ๐ฌ ๐ฎ๐ง๐ฉ๐ซ๐๐๐ข๐๐ญ๐๐๐ฅ๐ ๐๐ง๐ฏ๐ข๐ซ๐จ๐ง๐ฆ๐๐ง๐ญ.
One of the biggest challenges leaders face when introducing change is to overcome the resistance to moving on from the status quo, leaving a โcomfort zoneโ.
Our response and expectations when we experience โchangeโ either through our own initiative or imposed upon us will differ depending on our natural, behavioural style.
โ๐๐ป๐๐๐ถ๐๐ถ๐๐ฒโpersonalities will consider the potential of the change.
They tend to be unfocused, ignore time boundaries and will consider many things at once. They can be expected to view the big picture, understand what is achievable and make great listeners.
To engage intuitive types;
Provide a general plan or direction allowing them to create a vision of the objectives
Offer options, donโt be definitive with structure
Give them the opportunity to participate in designing the desired outcome to be achieved
โ๐ง๐ต๐ถ๐ป๐ธ๐ฒ๐ฟ๐โ will form views and opinions, applying experience to solve problems and reach decisions.
Thinkers will lead in communicating, information processing, problem solving and interacting with others. A thinker will have the skills to influence, build relationships and negotiate.
Thinkers prefer
Clarity in the decision making and planning procedures
Fairness and equality in applying the change process
Understanding the logic of why the change is being made โ the why, the objectives and the impact of the change to existing systems
People who are "๐ฆ๐ฒ๐ป๐๐ผ๐ฟ๐" will focus on facts. When faced with change they will apply data in a practical manner. They use facts to gain a precise understanding of what is to be achieved. They risk becoming so immersed in detail that they fail to see possibilities and overlook the opportunities presented.
To engage them you should;
Explain why the change is occurring
Be specific about what is to change, present a picture of what the change will bring
Be clear with expectations, roles, and responsibilities
โ๐๐ฒ๐ฒ๐น๐ฒ๐ฟ๐โ are aware of not only their own emotions but of those around them. They are protective, sensitive to how they behave personally and professionally.
Feelers are people and communication orientated, seeking harmony at the cost of objectivity. They focus more on personal values and will challenge whether the decision to make a change is necessary.
Feelers will be recognised by the way they want to know
That leadership appreciate the potential impact on staff
How individualโs needs will be met
How they can participate in the planning and implementation of change
More than 75% of change initiatives will fail to achieve their stated objectives because leaders try to drive change without an understanding how to properly engage those involved.
Being cognisant of the behavioural styles of those involved and engaging them appropriately will significantly enhance your success rate when introducing a change.
If you are struggling with successfully introducing change into your organisation then letโs have a chat to explore how we can help you.