Introducing successful change plans and four mentality matrices


If you are introducing a new change plan—or just trying to train people in your team to improve their skills, this is not an easy job.

Many people on your team will not immediately be excited and enthusiastic about the changes you are about to introduce or are already implementing them.

In the course of working with organizations as a workplace culture change speaker for many years, I have observed four distinct mentalities that people exhibit as team members.

Of the four common ways of thinking I often see, only one way of thinking helps to successfully adapt to inevitable changes.

If you want to successfully implement a change plan, you need to understand the four quadrants of the mentality of team members:

1-Complacency

2-Capricious

3-Consistent

4-Can be coached

Of course, change is part of your world—regardless of the industry.

And because people are people, your organization may also have each of the four types of teammates-and the key to the success of your change plan is to move as many people as possible to the upper left quadrant. Instructable!

Here is a description of everyone you might work with…

complacent–

These team members often complain, but don’t work hard to get better or change. They are comfortable, not interested in the inconvenience of new skills or opportunities, and need help to see the benefits of doing things differently.

These people are usually the last to comply, and need to be swayed by the momentum of progress and other team members first changing their way of thinking.

continuous –

These employees may be the easiest for you to hire, because they are usually very good employees, and they feel frustrated because they put in hard work and do the same thing, and don’t see the rewards of improved results.

These people only need to understand the possibilities of new tools or opportunities being adopted. They desire and appreciate new tools.

Capricious–

These employees are always trying new things-but usually from one to the other, so they rarely enjoy the benefits of continued use and familiarity. They are often frustrated by their inconsistent efforts, doing different things in order to measure the unstable time and the results are not good.

These people are likely to be willing to make half-hearted attempts for your initiative, but need a lot of support in terms of habits to keep their attention and commitment long enough to make the results convincing.

Can be coached –

These teammates are committed to thriving and adapting to new challenges to achieve outstanding results, and will be the first to accept them.

They have ambitions for growth, are aware of the gap between where they are and where they want, and are greedy and grateful for ideas and opportunities to improve themselves!

Do you recognize any mentality I described?

Did they accurately identify someone on your team?

If you want to know how to move anyone in the other three quadrants from where they are to an instructable location, the solution is simple.

Your behavior as a leader needs to change.

When you move from command and control (which only inspires compliance) to curiosity and questioning, you will invite them to sincerely participate in the change process.

It is important to ask the right questions and give them time to make their own answers.

Let them digest the importance of these insights.

This is the most reliable way for them to change their mindset.

SO-Want to know what these problems are and the correct order to use them?
Check out my latest book, Stay instructable.

Or let me join your team and participate in a dynamic interactive presentation program where I reveal problems and share feasible ideas that ignite internal change.

Interested in making your Workplace culture change A successful one?

Let’s talk!



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