Training Industry Magazine - September/October 2021 - 19

helps employees anticipate potential
gains in the future. The more they
understand the purpose and personal
benefits, the sooner employees can
shift their focus.
* Explain how the organization will arrive
at the destination. Include milestones
and signposts along the way to help
people stay on track and feel a sense of
progress and accomplishment. Taking
the entorhinal cortex into account,
create visual maps of places and people
to address impacts on the physical
workspace and social networks.
* Explain the habits and behaviors
employees need to change. Get
specific
about
what
employees
should do and say. Use learning
events to give people the opportunity
to practice and build up to the needed
40-50 repetitions.
Motivate with Recognition
and Rewards
Motivation is important for combatting
the brain's natural resistance to change,
helping address the various emotions
that are part of the transition.
* Center on purpose. People are
motivated by three things: Purpose,
autonomy (the ability to be selfdirected)
and mastery (the opportunity
to get better at things), according to
Dan Pink's book Drive. Since autonomy
and mastery can be threatened during
change, it's even more important to
connect change to a larger purpose.
* Shift from goals to problem-solving.
Most change plans rarely unfold
as expected, leading to a series of
failures. To avoid this, frame each
phase of the initiative as an exercise in
problem-solving, allowing employees
to be active participants. By activating
the reward-seeking part of the brain,
each solution to a problem translates
to success.
* Recognize effort and progress.
Communicating and celebrating
progress gives employees a boost
and is especially helpful for those who
SIGNS OF CHANGE
FATIGUE AT WORK
* Apathetic and emotionally
" checked out. "
* Lack of energy, staring into
space, sleeping at work.
* Leaving work early or taking
more sick days.
* Using poor judgment and
making poor decisions.
* Rising tension and conflict
between individuals and
groups.
* Growing complaints,
skepticism and resistance.
are resistant to change. The more
their effort is rewarded - whether with
high fives, encouragement like " Good
job! " , or prizes - the more quickly
their brains will adapt to change. Plus,
the brain sees rewards as part of the
habit loop, encouraging it to replicate
the behavior
Foster a Culture of Trust
and Empathy
Because change can be a disruptive
and
difficult
process
that
triggers
worry, anxiety and fear - and moving
through change requires risk-taking and
vulnerability - building a team culture of
trust and empathy is key.
* Start with empathy.
Since
the
transition aspect of change is so
emotional, empathy is critical. While
it can be challenging to identify with
others' feelings of anxiety, frustration,
and fear, leaders can learn to show
empathy in meaningful ways.
* Create psychological safety. Harvard
researcher Dr. Amy Edmondson defines
psychological safety as " a sense of
confidence that the team will not
embarrass, reject or punish someone for
speaking up with questions, concerns
or mistakes. It is a shared belief held by
members of a team that the team is safe
for interpersonal risk-taking. " As such, it
allows for vulnerability and builds trust.
* Empower social connections. Since
change can impact the social maps
built by the brain, identify when and
where people's social connections
are likely to be new, strained or
erased. Help build them up quickly
by creating social experiences in a
relaxed setting, or through formal
team-building exercises.
* Practice patience. Patience is crucial
when leading change. Leaders should
find ways to stay grounded, maintain
a sense of humor, and coach and
support each other.
Change comes in all forms, from the small
and annoying to massive shifts triggered
by a global pandemic. By understanding
the human brain, learning professionals
can help their organizations drive
real behavior change that paves the
way for enhanced adaptability and a
thriving workplace.
Dr. Britt Andreatta is an internationally
recognized thought leader who uses
her unique background in leadership,
neuroscience, psychology and education
to create brain-science-based solutions
for today's workplace challenges. Britt
is the former CLO for Lynda.com (now
LinkedIn Learning), and she has over
10 million views worldwide of her online
courses. Email Britt.
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