Create engagement
Creating a state of engagement is the foundation for helping others to change unwanted habits. This state of engagement is also known as a “toward” state. The “toward” state sets the stage for reflection on what is getting in the way, making new connections and accessing novel solutions to problems.
This phase is about making the people in the organisation actually want the change and making them reflect on what they need to change to support this.
Offer insights
Offering insights is about helping people hear those quiet signals referred to as “aha” moments. This is at the heart of personal learning and innovation. It is very different from telling someone what to do or giving them advice, which can induce a threat state and create unnecessary noise in the brain.
People need to feel the change in order to start desiring it. Something has to shift in their heart and/or mind to fuel the effort it takes to change for good. Providing insights that ignite new perspectives can do just this.
Break unwanted patterns
Without actions taken, insights are not very useful. A leader helps others to hold their attention on new ways of thinking and being by taking new and timely action. However, breaking unwanted patterns of behaviour does not require big action. Small steps can just as easily form new habits.
Therefore, you should break down the unwanted patterns into manageable steps that are easier to effectuate – accompanied by a focus on small successful experiences to drive motivation.
Evaluate and adapt strengths
To track progress and ensure self-accountability, it is essential that you do ongoing follow-up to identify and acknowledge the learning that comes from taking action. New action that follows insight provides opportunity for learning, which leads to more reflection and additional insights.
Establish new behaviour
For sustainable change to occur, you need to reinforce the new habits of behaviour. You must be persistent, giving continuous and repeated attention to the desired change as this strengthens the hard-wiring of the newly created habits. Therefore, when you implement a new strategy, it is worth following the process because, sadly, not doing so is unpromising.
References
*Festinger, L. (1957): A Theory of Cognitive Dissonance, Stanford University Press, CA: Stanford
* Ellington, L. & McFadden, P. (2013). “The Neuroscience of Leading Change by Creating New Habits”. Retrieved 2 August 2016 from: http://www.neuroleader. us/2013/07/02/how-to-lead-change-by-creating-newhabits