Written by: Patricia Faust, MGS, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
We have jumped or been pushed into this huge chaos of change. There is no established normal. Everyone has to adjust or adapt to the new normal because there is no looking back anymore. We must look at change this way, “Change is inevitable, so why not make it intentional.” – David Rock/Neuroleadership Institute.
We have to admit that even the most routine of policies and procedures are no longer valid. The demands of change put on us by COVID have taught us that we cannot go down kicking and screaming. It must be acknowledged that behavior change is the most difficult to manage personally and within an organization. Behavior change is the most difficult to manage because our behavior is hardwired as habits. These habits make life easier and more comfortable because we don’t have to think about each and everything we do. On an organizational level, the collective mindset of business creates a flow with little brain effort exerted. Employees can reserve brain energy for more challenging projects.
When you do the same thing repeatedly, you form a new neural pathway in your brain. Your brain is electric, so the repetition creates an electrical charge going to the same neurons. Then, what fires together wires together! You have created a new neural pathway. The brain has to work hard to create this new pathway. But when the signal becomes so strong, it drops off into the subconscious – the area where habits reside. You no longer need to think through the whole process. Your brain is operating on the habit of hardwiring. This can be good or bad, and that is where it gets a little more complicated. Once you have created a habit, it stays with you forever. You never get rid of a bad habit. So, you have to create a new good habit to override the bad habit.
At the beginning of the pandemic, you were thrown into an unknown situation. The rug had been pulled out from under you. Your normal routine was shattered, and the first few weeks were hard to navigate. These same changes were occurring on an organizational level. Change management is difficult no matter how little or how long of a time you have to implement it. People were comfortable with the old way. Change is hard. Individual and organizational change is all about behavior change.
At this point, it is important to take into account mindset. There have been two different types of mindset identified – fixed mindset versus growth mindset.
Fixed Mindset:
In this mindset, people believe that their intelligence is fixed and static.
Growth Mindset:
In this mindset, people believe that intelligence and talents can be improved through effort and learning.
How do these mindsets affect change?
People with a fixed mindset:
Avoid challenges to avoid failure
Ignore feedback from others
Believe putting in the effort is worthless
Give up easily
This group of people are fearful of change and have a difficult time adjusting to all the new demands placed upon them.
People with a growth mindset:
Put in more effort to learn
Believe effort leads to mastery
View feedback as a source of information
Willingly embrace challenges
This group of people would have a much easier time adapting to all of the changes they are asked to live with.
Now, imagine the challenge organizations had when they had to change their business model completely. It is impossible to customize protocols for individuals. When the decision is made to move forward with change – there are initially three pieces that need to be examined:
Priorities: find a way to fuel the action
Habits: formed through repeated actions
Systems: need to reinforce priorities, habits, and technologies
The organization needs to create its employees’ habits.
The ingredients are:
Experience with strong insight.
The strength of the insight will drive the change.
How do you scale an intense insight?
You must capture the moment.
You start with one habit at a time over time.
You don’t change old habits.
You are creating new habits.
The Neuroleadership Institute initiated research at several large corporations to get an inside look at what’s possible with weekly habits in 30 days.
Impact:
77% deliberately mitigated a bias
90% shifted to a growth mindset
91% practiced inclusive behavior
And of course, you must have a good if-then plan.
This model incorporates:
Ideal. Reality Contrasting.
It is necessary to see the difference between ideal and reality visually. As an example, picture a mighty oak tree that you aspire to be. But you are a short stubby tree that doesn’t have the capability of ever being tall.
Mental Time Travel
You must be able to move back and forth in change. Link from where you are to where you want to go. You should not imagine what you want to be – but the path to get there.
Contingency Planning (the if-then phase)
Think through every eventuality. Working remotely can be very lonely. We are hardwired to connect with other people. In order to facilitate change, whether in the office or remotely, use peer groups. People will feel safer and confident when they are in groups.
Finally, use the Social Memory Network.
Encode the information in the memory network with social information.
This method increases the signal strength of the information and makes it much easier to recall.
You are using Mental Cuing to recall the information.
So, what now? Hopefully, the lessons learned on the fast change to a remote work environment will guide all of the changes required again to go back into the office. It is time to seize the moment and make sustainable changes that can propel you forward. There is a lot of concern about many people leaving their jobs. It is important to remember that not everyone experienced the pandemic the same way. But understanding how the brain works can move you past the behavior issues of habits.
There are some basic needs of the brain that can be utilized:
We are hardwired to connect. This DNA has been passed to us from our ancient ancestors. How can you accomplish connectedness when your employees might be working from home, others working with the community, and still others are working in offices? All of these positions can give anyone a sense of isolation. It becomes important to form teams. Being part of a team decreases stress. It can mitigate anxiety, and there is an internal need to be recognized for what you are doing.
There have to be increased communications, and they need to be consistent. When people are spread out, you need to make sure everyone is on the same page. If those working on the inside get information on the change before those working remote – a divide happens between each group, and you won’t have cohesiveness in carrying out plans.
It is critical for leaders to be role models. In times of change, employees will mirror leadership. Leaders share their experiences, and this provides relatedness and connection with their employees. It cannot be just a top-down directive and expect success.
There is a second need – our need to know.
In these days of insecurity about even having and keeping your job, reassurance is a must. Everyone has a need for certainty – am I going to keep my job? Employees must have enough information released to them to be able to predict outcomes.
Overwhelmed + Ambiguity = Negativity
Our brains are wired to go negative. What kind of information are we receiving from our leaders?
Clarity is more crucial than certainty.
If your brain spends more time trying to decipher communications – then outcomes are at risk. Give the brain everything it needs to close the loop, and that allows it to meet goals.
Autonomy is critical to success in these disruptive times.
Having a choice is rewarding. The act of choosing brings everything closer to us. Autonomy is a powerful lever.
Autonomy = Trust
Side note: No matter what you do – no matter how much employees would benefit – 25% will push back. When this happens, double down on mission and values.
Remember, to accomplish these outcomes, be consistent and repetitious about your message. The brain will form new habits when you follow these directives. Then change goes from being difficult to being manageable.
Patricia Faust, Executive Contributor Brainz Magazine
Patricia Faust is a gerontologist specializing in brain aging, brain health, brain function, and dementia. She has a Masters in Gerontological Studies degree from Miami University in Oxford, Ohio. Patricia is certified as a brain health coach and received a Neuroscience and Wellness certification through Dr. Sarah McKay and the Neuroscience Academy.
My Boomer Brain, founded in 2015, is the vehicle that Patricia utilizes to teach, coach, and consult about brain aging, brain health, and brain function. Her newsletter, My Boomer Brain, has international readers from South Africa, Australia, throughout Europe, and Canada.
Patricia’s speaking experience spans the audiences' spectrum as she addresses corporate executives on brain function, regional financial professionals on client diminished capacity, and various senior venues concerning issues around brain aging and brain health.
References:
Smith, J. (September 25, 2020). Growth mindset vs. fixed mindset: how what you think affects what you achieve.
