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Even when not included in the change management team, a team leader or manager will still be expected by superiors to ‘make the change go smoothly’.
Something I have noticed about change in the workplace is that the only people who consistently like change are those who suggested and pushed to implement it in the first place—the default position for most employees is to hate change.
Changing the status quo is difficult. Not all the impacts of a given change are predictable or can be prepared for, and this causes people to feel as if they are losing control.
As the seasons shift, I found myself thinking about how we manage change within teams and businesses. What stood out to me first is that change is challenging, no matter how you look at it.
When you struggle with one of your goals, working hard and yet making very little progress, it pays to step back and reassess the situation before you hit a brick wall. Then ask yourself, "What needs to change? What isn't working, and why?"
The typical definition of motivation is that it is an inner drive that pushes people to reach their goals. While this is true, it is also reductive.
Core to enacting any sort of self-leadership is goal setting. While there are plenty of resources online with regards to setting goals, I find that certain aspects of the process are often glossed over or ignored.
Part of self-awareness and self-leadership is knowing what your goals are and setting your priorities in order to achieve them, but something we often don’t consider is that our priorities shift constantly as we grow and as our circumstances change.
In its simplest form self-awareness is the ability to objectively evaluate yourself, to understand yourself and your emotions, and to be able to see yourself as others see you.
When we discuss self-leadership, we naturally focus on the benefits it has for the self, but practising self-leadership has benefits for those around us as well.
The more self-aware we are, the better we understand what does and doesn’t work for us, our behaviours and triggers, strengths and weaknesses, motivations and values.
Self-leadership is a term we don’t hear often. When we think of leadership, we imagine someone in a position of power, making decisions and charting a course for everyone else to follow.
During and after the Industrial Revolution, the work mantra was almost “leave yourself at home”, but today we understand that employees are human beings regardless of location. Managers are often confronted by a situation where an employee’s personal life negatively affects their work performance and they cannot deal with it independently.
Throughout our lives, we encounter numerous stressors that test our resilience. Typically, these challenges arise from external events affecting us individually or collectively. However, we must also consider the challenges we impose on ourselves. How do we maintain resilience when the difficulties are self-inflicted? How do we endure a storm of our own making?
Resilience is all about coping in difficult situations, adapting to trying circumstances, and weathering the storms of life. This gives us an inward focus when discussing resilience, but we often forget that this means resilience is connected to our emotions and our emotional intelligence.
Resilience is one of those words that we use, often without defining or explaining which type of resilience we are referring to. For many, resilience is about ‘having grit’, pushing through against the odds, keeping your emotions to yourself, never letting go, and never giving up.
Imagine someone you consider resilient. You might envision a strong individual with unwavering resolve, someone who remains steadfast and unyielding, akin to the hero in a classic cowboy film, reminiscent of a character like John Wayne.
