How Can Fear and Ego Transform Change Resistance into Team High Performance and Organisational Success
Linda Scott
High Performance Executive and Leadership Coach | Certified Chair? of Advisory Boards - Driving strategic alignment, governance and growth for forward-thinking organisations.
When it comes to change within an organisation, whether it's new initiatives, processes, or technologies, many people resist it. Even us leaders are included.
This resistance comes from fear of uncertainty, the impact associated with change, doubts about the ability to adapt, and ego protecting us from perceived danger.
Here's the thing—feeling fear when facing a new challenge and having our ego keep us safe in our comfort zone is normal. However, we shouldn't let it stop us from growing. Instead, we can use them as tools for continuous growth and improvement.
As a leader, it's your role to guide your team to reach their highest potential and biggest goals. You can do this by setting an example of how you handle your own fears and ego to inspire your team to do the same.
When you acknowledge your fear and manage your ego, you openly share with your team the pressures and challenges you face. You admit that you don't have all the answers and that their input and expertise are invaluable.
This approach builds trust and encourages your team to open up about their fears and concerns, fostering collaboration. This will reduce resistance and increase buy-in, driving your team towards high performance and creating a healthier, more positive workplace culture.
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Now the question is, how much do you know about your fears?
To better understand your fears, how they keep you safe and stuck, and what you can do to move through them, ask yourself these questions:
Pick an area of your life you're not in love with or wish you'd done something differently...
If you found this helpful and want to learn more about how we can incorporate the right strategies to develop your organisation’s culture and reach greater heights, here are 4 ways I can help:
Cheers,
Linda