How do problems start in childhood and become embedded in strategies and procedures? 😊
As a coaching specialist and psychologist, I notice at least one common feature among parents and managers - a very confident, sincere, and noble desire ... to change their children or employees.
Here are three key beliefs, often arising from childhood experiences, that I invite you to explore before you start changing your employees.
1. A good person is a hard worker.
In organizations, leaders who hold this belief often have a "busyness culture". Sincere dedication to work, many projects, and a calendar filled with meetings are the work routine.
The problem is that, at some point, people's "systems" eventually burn out and refuse to work (similarly to yours at that time, remember?). So, if you're worried about the mental health of your employees, maybe it's time to take care of yourself?
2. You can't trust anyone but yourself.
Leaders who live by this belief are considered tough-skinned. From the outside, it seems that various crises and challenges do not harm them but only strengthen them.
Unfortunately, there often are deep wounds hidden under the tough skin, left by painful and often unspoken traumas: from violence at school or at home to betrayal by loved ones or partners.
So, if employees aren't opening up to you, ask yourself: what about you?
3. The most important thing is harmony.
It‘s a seemingly innocent belief that turns into warm relations between colleagues and high job satisfaction. At the same time, however, it‘s often the main brake on speed and innovation.
Oftentimes, this trait is brought by highly agreeable managers, who see confrontation and direct feedback as "killing the vibe" and not suitable for the company culture.
If you lack ideas and drive, and team leaders full of ideas and drive are not accepted by the team and do not stay long, your organization might not be as diverse as you think.
❓ What to do when employees resist change?
(1) Ask yourself what your experiences and related behaviors might be leading your employees to obey or rebel, (2) take responsibility for your role, and (3) choose your path of action consciously.
So, if you want changes in your organization or family - change yourself!
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