The fear of the new

I posted a selfie on Twitter last week from my last lecture of the term. I don’t usually do this but it was a special occasion; I am changing jobs and my new role doesn’t currently have me scheduled to deliver mainstream teaching. This may well change but, as it stands, after nearly 20 years that might well have been my last lecture. The significance of this is that I have built my career on being able to do certain things and (in all modesty) delivering engaging lectures has been something I have been known for all this time. And now I will not have this. So realising the change that is coming has left me in an unsettled frame of mind. I am very much looking forward to my new job, but part of me is looking back and taking stock.

I know this is natural and (mostly) healthy thing to do. We are creatures of habit and we like familiar things around us; we create our own little world at work consisting of the route to the office, people we greet in the morning, where we buy our coffee, the corridors we walk down. So even though we sometimes find that routine makes us bored, it is also comforting. When these routines are broken, it is unsettling, disturbing and can even trigger quite severe reactions.

On the other hand, we all change, all of the time. We learn new skills and hopefully get better at things through experience. More to the point, the role of the leader is to encourage change or else they probably aren’t really leading. But my current frame of mind has brought the reminder that when changes affect an individual, there is something very similar to a “fight or flight” response and I have remembered how uncomfortable this can be. For the person who has decided that a change is needed (the leader or manager), it is easy to forget the impact changes can have on those on whom it is imposed and leaders should remember this. It comes down to one of the absolute basics of great management – empathy. “What would this look like to the other person?”. It is not sympathy “poor things”, but a hard-headed analysis of how things appear from the other side of the desk which can then inform how you approach it. This is at the core of persuasion and influence.

So my point in this blog is a reminder to think about how everything you do will appear to the people concerned – especially when these appear to be minor changes to you.

2 thoughts on “The fear of the new

  1. I don’t actually think the vast majority fear organisational or structural change. It is the result or intent of the change they fear the most. Change normally brings with it, in recent years, cuts in manpower, capabilty and funding. This ultimately lowers morale and effectiveness actoss the workforce. A workforce that is determined to always do the very best. The other main concern with ‘change’ is that it happens all too quickly and often before previous ‘changes’ have been fully implemented, tested and adjusted. This bring confusion, distrust and ultimately fear of further change. As I once heard and quoted by (I believe) a US General, “if you don’t like change, you will like irrelevance even less”. This is true when dealing with the rapid evolution of military capabilities. Nothing undermines people more than having the knowledge that their capability is outdated and obsolete and therefore irrelevant. So, bring on change I say but, understand it today, tomorrow and beyond.

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