Steady State: The Secret to Ensuring Change Sticks

Every day, we engage in activities and behaviours we are not consciously choosing.

For example, your morning routine?

Morning routines like getting out of bed, getting dressed, or brushing your teeth happen almost automatically. You might even order a latte and a cookie without realizing you’re not hungry. Around 80% of our behaviour is driven by implicit memory, operating outside conscious awareness.

That’s why you can implement a change in your organization, train people on a new activity or behaviour, and not see the expected results.

You think it’s resistance. It’s not.

The real issue lies in a critical, often-overlooked phase of the change process that happens after implementation: steady state.

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Build Trust When Employees Are “Resistant” To Change

Trust is a lot like our health. When we have it, we don’t give it a second thought. But when it’s missing, everything starts to break down.

In organizations, trust is what separates those who are ready for change from those who struggle. Leaders trust their employees, and employees trust their leaders. But that trust can quickly erode when you label people as “resistant to change.”

So how do you build and maintain trust when it feels like people are pushing back?

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One Question Not to Ask When Leading Change

When it comes to leading change, one question often causes miscommunication, conflict, and false expectations. It can prevent insights and limit information.

Successful CEOs and change leaders don’t ask questions to confirm what they know. They ask to understand, gain insight, and make decisions.

Yet one common leadership question can unintentionally create confusion, set up false expectations,  prevent insights and limit information. That question:

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Why Implementation Doesn’t Equal Change Success

There’s a common trap leaders fall into when managing change.

They put too much emphasis on implementation, and they start it too soon.

Implementation is essential. Without action, there is no change. But it isn’t the first phase of the change process, nor is it more important than the other phases.

When you rush into implementation without proper preparation and follow-up, you set your change initiative up for failure.

Even if you do get something implemented, the desired new activities and behaviours usually fail to stick, so the event’s value and ROI are lost.

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Are you working with a Resistant Mindset?

It’s time to set the record straight: resistance to change doesn’t exist.

Although “resistance” is often blamed for failed organizational change efforts. It’s not the real issue.

What if you could prevent or eliminate the resistance you are seeing?

This shift in perspective challenges a deeply embedded belief and opens the door to healthier, more sustainable change.

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