Flash to a middle manager ventilating his or her half believed hype as to how the imminent changes that have come down from companies directors will improve life for everyone. How believable is he or she? Well of course that depends on the connection his or her staff members may have. Some can easily accept new doctrines and behaviours, simply adapting themselves, no big deal. Others may find it less easy to sign up. They might very much want to, telling themselves they can take this on, show faith and willingness and adapt. Yet when push comes to shove, they find themselves and the short end of a dilemma that good will is insufficient to resolve. They want to be onboard with the proposed changes, they really do, and yet they aren't. They start to bully themselves, or blame the change bringer. What will help.
This is the point at which it is important to understand that intellectually valid, logical methods of persuasion might not be enough to rally them to the cause. There seems to be an emotional component.
This is where individual coaching can be invaluable. A trained and experienced coach can help the staff member to adapt to the changes required by taking a different approach to themselves, instead of the usual message; "the beatings will continue until morale improves" each member can develop a way of moving through the discomfort of change and derive satisfaction and esteem from it. Taking a broader look at individual learning styles, relieving the burden of comparison and bringing the emotional components into alignment, will give good results. This works as an inclusive strategy to retain highly capable and motivated members with diverse methods of thinking and functioning
These are the conversations that I excel at, so give me a call and let's see if I can help.
James Simson ICF 35 years experience of working up close.