0:04

Welcome to the Smart Business Growth Podcast

0:06

with Nicky and . Ness .

0:11

We would like to acknowledge the traditional custodians

0:14

of country , the Turrbal and Bunurong

0:16

people of Brisbane and Melbourne , respectively

0:18

, where Nicky and I both work and live

0:21

, today's

0:25

ep . I really want us to

0:27

focus on this thing that I hear

0:29

about we've heard leaders in our

0:31

circles talk about recently in

0:33

relation to change fatigue . So

0:35

this is something that has been around forever

0:38

. But interestingly , I

0:41

came across this quote by Justin

0:43

Trudeau from the World Economic

0:45

Forum annual meeting in 2018

0:48

. So we're talking six years ago and

0:50

he said the pace of change

0:52

has never been this fast , yet

0:55

it will never be this slow again . And

0:57

when you listen to that and you think about

0:59

it in the context of that sort of world

1:01

level right , technology

1:04

, the way the market's moving , you know just

1:06

so many things . We only have to look at how

1:08

quickly the response

1:10

was to COVID and all

1:13

of that kind of thing . So this is at a worldwide level

1:15

and businesses having

1:17

to react to that and

1:19

needing to constantly adapt , innovate

1:21

and change . So the challenge

1:23

that our leaders out there and business owners

1:26

face is how do we bring people

1:28

along the journey and

1:30

how do we engage them and how do we keep

1:32

them keen and interested in ensuring

1:35

that they're going to jump on board with that change and

1:37

going to implement what it is we want them to implement

1:39

. And a little stat came

1:42

up a big stat actually that

1:44

the Harvard Business Review

1:46

Gartner Survey talked about

1:48

employee willingness to support

1:51

enterprise change collapsed

1:53

to 43% in 2022

1:55

, compared to 74%

1:58

in 2016 . Now , no surprise

2:00

, 2022 , let's think what was happening

2:02

in the world at that stage . So , where

2:05

people are dealing with uncertainty

2:07

outside of work , it's even harder

2:09

for them to accept and deal

2:12

with uncertainty in work . So

2:15

if this is sort of the pace

2:17

, of change has to happen really quickly . We've got

2:19

to continue to innovate , but people are getting more

2:21

and more tired and fatigued with change

2:23

, then we're in this really awkward situation

2:26

, aren't we as leaders , because we have to find

2:28

a way to engage our team and move forward

2:30

. So , Nicky , what are you observing

2:33

and what have you seen out there as

2:35

to what drives this gap

2:38

, I guess , between people wanting

2:40

to jump on board with change

2:42

and understanding it's important and

2:44

yet really just being

2:46

apathetic about it or disengaged with it

2:49

?

2:49

Yeah , look , this is

2:52

a common challenge , I would

2:54

say , for leaders , and it

2:56

is interesting in that you said at the

2:58

beginning , it's been around for ages

3:00

and even if we think about

3:02

our careers over the last 20 years

3:05

as leadership and certainly

3:07

depending on the type of industry that

3:09

you're working in but that fast

3:11

pace of change is absolutely

3:14

impacting more people more

3:16

often . I really love that quote because

3:18

it is what was it ? Faster

3:20

than it ever has been before and yet the slowest

3:22

it will ever be . And even if we just look

3:24

at the last six to 12 months , even if we

3:27

look at technology like robots

3:29

my goodness , have you seen

3:33

some of those ? And we , as the

3:35

muggles of the world , don't even know what's

3:37

really happening out there . And so I think

3:39

this is it's kind of it's a human

3:41

problem , isn't it ? It's like a human behavior

3:44

when we think about people leadership . When's a human problem , isn't it ? It's like a human behavior . It's a when we think about people leadership

3:46

, when we think about motivating , engaging

3:48

people . In fact , we can't motivate people . We can

3:51

help inspire them . We can help show

3:53

them how to take action and and be

3:55

lead by examples ourselves . I

3:57

think there's a couple of things we need to really consider

4:00

you know . First of all , what are the

4:02

conversations we're having around change fatigue

4:04

. I think it's important to understand what

4:07

does that actually mean and what does it mean

4:09

on an individual and a collective

4:11

level . So , if you're a leader

4:13

listening to this which chances are you are and

4:16

if that term has been banded

4:18

around , well , first of all , understand

4:21

what's the meaning that's behind it for the individual

4:23

and as the team , because when you can understand

4:25

what's driving the meaning , what's the meaning that's behind it for the individual and as the team

4:28

, because when you

4:30

can understand what's driving the meaning , what's driving those conversations

4:32

, then we can start to understand the core problem . It's not just the

4:34

symptom , it's the root cause that

4:36

we're dealing with , not just the symptom

4:38

, symptom , symptom .

4:40

My gosh Nicky talk properly .

4:43

I also think we need to consider

4:45

, as leaders , what are we doing before

4:47

it gets to that point ? Change

4:50

is going to happen and we all need

4:52

to kind of jump on board with that and embrace

4:54

that , and some teams and businesses have

4:56

more change than others , but change is

4:59

prevalent for everybody . As humans

5:01

, we love certainty . Ness and I have talked and

5:04

talk a lot about our six core needs and , as

5:06

a core need that every single human

5:08

being has on this earth is

5:10

for certainty , we also have

5:12

a core need for a variety adventure challenge

5:14

. But you know , as you said , ness , if there's a lot of

5:16

uncertainty outside of work , it can impact

5:19

in work , vice versa . I

5:21

think I'm going around a little bit in

5:23

terms of question , but I think it's just important

5:26

to kind of acknowledge that this

5:28

is something that everybody's dealing with . It's actually

5:30

not something new , even though perhaps

5:33

you feel like it is . We have been dealing with

5:35

this for a while and always

5:37

go back to understanding the meaning and

5:39

definition of change , fatigue or whatever

5:41

that buzzword is and

5:43

, most , most importantly , what's at the root

5:45

cause of it . So the cultures

5:48

we have to start creating are change

5:50

is a part of the norm , but inviting

5:52

people in for a conversation around how

5:55

do we embrace change as a collective

5:57

, and then again , on an individual

5:59

understanding the individual

6:01

nuances . I'm going to flip back to you

6:03

, nesbitt , you know , I know human behavior is something

6:05

we're both really passionate about , because

6:08

something that comes up for me is absolutely

6:10

it's kind of like macro and micro and

6:13

it's that collective and individual . So

6:15

what do you think is important when we're looking

6:17

at an individual perspective

6:20

on dealing with change , because

6:22

we can have like team workshops where it's like

6:24

right , we've got this change coming , or actually

6:26

you don't even need to use the word change because

6:28

it's a language uh

6:30

, how we're , how we're going to support each other through this

6:32

. But there's some nuances isn't there in

6:35

the absolutely person , in the team

6:37

?

6:37

it takes me back to when I was

6:39

managing centrelink office . Um

6:42

, so I I worked for Centrelink for about

6:44

15 years , and so every

6:46

change of government which happened quite

6:49

a lot every change of minister

6:51

, so we didn't even have to have a whole government change

6:53

, we'd have a new minister come in and the minister would

6:55

want to leave their mark . You know , the senior

6:58

leadership wants to create a change

7:00

and then , of course , every budget

7:03

there's change , and so this is an environment

7:05

of constant change whereby

7:08

you don't sign up for that and

7:11

be afraid of change , right . And

7:14

yet what I found

7:16

fascinating is a lot of the people that worked

7:18

in that organisation . So I worked in a customer

7:20

service centre . The staff

7:23

I had had been there for I think

7:25

the shortest term was 10

7:27

years and up

7:29

to 30 years . So

7:31

these are people that stay a long time

7:33

, and usually people who stay a long time

7:36

in a job role are people

7:38

who like the certainty of that role . They like

7:40

the security and comfort of

7:42

knowing what I do every day . You know

7:44

there's change within that , but I know where I turn

7:46

up for work , I know how much I get paid . I kind

7:49

of get the guise of what it is I'm meant to do here , so

7:51

to bring those individuals on board

7:53

who were slow to adapt to change and

7:56

yet work in an ever-changing environment

7:58

was really challenging at

8:00

times . Because the things that I

8:03

would hear is oh , here we go

8:05

again , especially those who've been long

8:07

time . Oh , here we go again . Like this

8:09

is a minister six years ago who did this . It's never

8:11

going to work . And so you've got to

8:13

overcome this . And

8:16

it was like it just caught on like wildfire . Once

8:19

one person says it , everyone's like you know , there's

8:21

just too much change and this . And then

8:23

they start resisting the change . It's not just

8:25

being apathetic about it , it's actually

8:28

being change resistant and then

8:30

not buying into it and

8:32

finding shortcuts around it because they

8:35

think they know better . And so

8:37

it is a real issue out there

8:39

when we're dealing with that human

8:42

behavioural aspect of

8:44

people who don't want to jump on board . But

8:46

I think what the bigger picture here

8:48

is and we'll get into the detail of

8:50

how to deal with that but if we step back

8:52

for a moment and go , why does this matter and

8:54

why is this important when it comes to

8:57

business ? Well , when you

8:59

start getting disengaged , frustrated

9:01

, a team that are complaining , who

9:04

don't want to buy into whatever

9:06

it is you're doing . Ultimately

9:08

, we're going to have decreased productivity

9:10

because they're too busy bitching and

9:12

moaning at the water cooler and not focused

9:15

on their work . Absenteeism

9:17

is going to increase . It's like I remember

9:20

we had . There was one day of work when

9:22

I just I couldn't believe the

9:25

resilience it took to get into work this day because

9:27

I had the phone that people

9:29

had to call in when they were sick . At

9:32

that time I might have had a team of eight . I think

9:34

Four people rang in sick

9:36

, one after the other after the other , and

9:38

it was through a period of a lot going

9:40

on , a lot of change in the way

9:42

that we structured the workplace . Just

9:45

to turn up at work and go , I'm going to have to do like

9:47

four different roles . It's

9:49

going to be crazy and hectic and all of that Like

9:51

as a leader . That was so hard

9:53

because I was change fatigued

9:56

, you know , and I've got to

9:58

lead a team to help them

10:00

buy on board . So I guess that's

10:04

the biggest challenge , because people start

10:06

or stop coming to work , they

10:09

decrease productivity , they stop coming to work

10:11

and they're resistant

10:14

to that initiative . Work

10:18

and they're resistant to that initiative . So I think that the bigger discussion to have is there are

10:20

two different aspects to look at this . From One , as you said

10:23

, the macro . So as a whole

10:25

team , how do we bond together and

10:27

go through this together ? And then

10:29

, in the individual conversations , in the

10:31

coaching conversations I was having with people

10:33

acknowledging where they're at

10:35

and how this is impacting on them

10:38

, because we've got to talk about the elephant

10:40

in the room . We don't necessarily have

10:42

to continually use language like change

10:44

fatigue or change management or anything

10:46

like that , but we need to understand

10:48

, as human beings , what are our

10:50

team experiencing , what are the barriers

10:53

that are stopping them from moving

10:55

forward and how can we help to remove

10:57

those barriers . And sometimes

10:59

it's just the reminder , at that micro level

11:02

, of this is to

11:04

be expected . This is what you've signed up for

11:06

, this is your job and yet here's

11:08

the certainty pieces we still do

11:10

this . You still blah , blah , blah

11:12

. So I think it's really

11:15

at the foundation of managing

11:17

this as a leader . It's

11:19

about building trust , going hard

11:22

on that relationship and

11:24

trust that you build within your team

11:26

in order to be able to help bring them

11:28

back in and re-engage , because in

11:31

a bigger organization it'd be someone else

11:33

would be there doing this to us again

11:35

, but in a smaller organization

11:37

it could just be oh , I'm sick of it my

11:39

manager's chops and changes , or the person who owned

11:42

the business . They just land

11:44

on something . So we've got to continue

11:46

to build trust . What are your thoughts

11:48

on that ?

11:49

I think trust is so

11:52

critical in business and leadership , and we talk

11:54

about this a fair bit as well , and I think

11:56

the other thing is understanding the purpose

11:58

of it . So you know , if you're a leader

12:00

and you're well , you're in this

12:02

situation , which you probably are there's

12:05

a couple of foundational elements

12:07

. So do they understand , are you sharing

12:10

with them the purpose of why this change

12:12

is happening ? You know , make sure that

12:14

that's kind of a basic hygiene factor

12:16

of rolling out change . Some people

12:18

listening may be out doing the basic

12:20

hygiene factors and other people will be . So

12:22

if we kind of start from the beginning and go

12:25

, and what I mean

12:27

by basic hygiene factor , the foundational , the

12:29

kind of minimum standard in terms

12:32

of rolling out change , we're going to assume that

12:34

you're communicating it in a way that

12:36

you're leading with purpose , you're sharing

12:39

the with them , you're thinking about the positive

12:41

impact to your team members and to the team

12:43

. And keep in mind , we were talking to a

12:45

business leader , a business owner who's been

12:47

in business for 20 years yesterday , you know

12:50

, and she was saying that there's a lot of change

12:52

in her business and what she realized was

12:54

that she's sharing some changes that her

12:57

and the key stakeholders of the business have been

12:59

talking about for months . They've

13:01

been thinking about it for months . They've been talking

13:03

about it for months and they've rolled it out and

13:05

they can be just like , ah , why

13:07

aren't they just getting it ? This change is good , but

13:10

the team have known about it for five minutes

13:12

. So be patient . So how are

13:14

you communicating it ? Make sure the purpose

13:16

is outlined . Be patient because

13:18

, remember , your team probably

13:21

don't know about it as long as you've known

13:23

about it , so they need a bit of time to warm

13:25

up . Build the trust . Absolutely

13:27

. These are the foundational elements . What

13:29

I think is really fascinating about

13:32

this conversation as well , ness , when you talked about

13:34

the change resistant . This

13:36

is why I think it's important for us , as

13:38

leaders , to consider our language . So

13:40

, even using words

13:43

like we're rolling out change I mean , that's such a basic

13:45

way of saying we're probably not saying that but

13:47

or , you know , using the words change fatigue

13:49

. If you've got team members that are really

13:51

change resistant , they

13:54

can jump on something like change fatigue

13:57

and use it as an excuse or a reason

13:59

to stay stuck . Now , I'm a massive

14:02

people person and I think it's important

14:04

to consider the wellbeing of our people and

14:06

ourselves , and I also think it's important

14:08

to look at again what's driving the

14:10

unresourceful behaviour . So

14:12

I just think we have to be careful about

14:15

language like change fatigue , even

14:17

using the word change a lot , you know you can

14:19

use words like here's improvements to

14:21

the business , here's like

14:24

just get creative around

14:26

how you're rolling it out . Yeah

14:29

, the other thing is you , as a leader , might

14:31

be feeling like you're over it , like you shared

14:33

this , so you've got to take care of yourself

14:35

before you can take care of others . So

14:37

think about how are you framing these

14:39

things in your mind as well and

14:42

it's so important the elephant in

14:44

the room be comrades

14:46

. So you're still leading . You're still absolutely

14:48

leading and people are looking at you for how

14:50

are you taking on this change , and

14:53

you can be vulnerable and open up as well

14:55

. You can say there's a lot of different

14:57

things that we're focusing on at the moment . See

14:59

how I said change in a different way . There's

15:01

a lot of different things that we're focusing on at the moment . I

15:03

get it Like it can be . It can feel a little

15:05

bit challenging at times . What's the

15:07

open conversation around team ? How

15:09

are we going to ? How are we going to get through this together ? What's

15:12

some things that we can do together to

15:14

maybe have a bit of fun with it or take

15:16

it lightly . So I I

15:18

say this with caution in . You

15:20

know , change fatigue is a real thing , but

15:23

let's not overuse the

15:25

analogy , the wording or use

15:27

it as a reason to get stuck . Does that

15:29

make ? Yeah , does that make sense ? Absolutely

15:32

. Do

15:35

the smart growth survey in under 60

15:37

seconds to get your hands on our smart

15:39

growth Absolutely . Currently , in , whether

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it's crisis , build growth or momentum mode

15:43

, so that you can move your way to

15:57

the next phase with ease . All

15:59

you have to do is click the link in the show

16:01

notes .

16:04

You know , one of the models that I

16:06

found really , really useful for

16:09

me to remind myself but also

16:11

to share with my teams when we go through

16:14

this kind of thing and our clients , but also to share

16:16

with my teams when we go through this kind of thing and our clients is the conscious

16:18

competence model . And so the best way that I could

16:20

describe this is through the

16:22

example of learning how to drive a car . So

16:25

when you're under the age of 16

16:28

, you have an unconscious

16:30

incompetence around driving a car

16:32

because you're sitting in a car , right , someone else is driving

16:34

it . You don't even know you can't drive a car . It's

16:37

just not even in the realm of your

16:39

mindset that there's somebody

16:41

that's doing things to make this car move . So

16:44

, prior to any change being rolled out

16:46

, let's say there's a change in we're introducing

16:48

a whole new like

16:51

Salesforce system across the whole business

16:53

, right , and prior

16:56

to us even talking about that , we're all sitting in

16:58

the car just watching someone else do something

17:00

, not even realizing we don't know . The next

17:02

phase is conscious

17:05

incompetence . So you actually

17:07

know you don't know how to drive a car . When

17:09

you get your learners , it's that whole

17:11

thing around , as I remember

17:13

my two kids bunny hopping down the road

17:15

because I just went yeah , you got your learners chuck the L plates

17:17

on the back and let's go for a drive . And then

17:20

we're in traffic and we're like having

17:22

these panic attacks . So it's like

17:24

I know I can't drive this car , so

17:26

it's the same thing , like this change is big

17:29

, it's different . I've never used this system before

17:31

. I feel incompetent and that

17:33

makes me feel like I'm not adding value . So

17:35

people are going to have a response to that because that taps

17:37

into their worthiness

17:39

, how they feel important at

17:41

work , because they knew the old system so

17:43

well . So whenever we had a change of system

17:46

in Centrelink , everyone would just stay

17:48

on the old one . Until you had

17:50

to change over . Right , it was very rare

17:52

people were ready to jump in . And

17:54

then once we get used to it , once we spend

17:56

time , once we have got our questions

17:59

answered , once we have done the repetitive

18:01

work about whatever it is we've introduced

18:03

, we get to this state

18:06

of conscious

18:08

competence . So we actually

18:10

are fully aware , as we're stepping ourselves

18:13

through and driving the car , we're

18:15

fully aware that we're putting the blinker on , that we're changing gears , that we're stepping ourselves through and driving

18:17

the car , we're fully aware that we're putting the blinker on , that we're changing gears

18:20

, that we're turning the wheel , that we're looking around

18:22

us and in our blind spots . So there's this conscious

18:24

awareness of I

18:26

know how to drive the car and this is

18:29

how I'm going to get from here to there . Ultimately

18:32

, we're going to hit unconscious

18:35

competence , which is where you drive

18:37

a car and you can't even remember getting

18:39

from the last , like you get home 20 minutes

18:41

and you go oh , I actually don't remember going

18:43

through that intersection back there , because

18:46

it just comes second nature . You're changing gears

18:48

, you're like doing everything , but you're

18:50

not even thinking about it . You're listening to the radio

18:52

or you're thinking about what you're going to do on the weekend and

18:55

this is where we come back to . So then

18:57

we come another change

18:59

and we start back at the beginning . So

19:02

it's a really good model to step back and go

19:04

. This is a normal

19:06

behavior that everybody

19:08

can expect to go through , and when

19:11

we say that and when we help

19:13

our people understand that this is the

19:15

process that's going to happen . Some of you are going to be quicker

19:17

than others , but we're here to support

19:20

and we're going to continually

19:23

engage you in the process and make sure

19:25

you're okay . Let's remove the

19:27

barriers away from what's stopping you to

19:29

get to the next level of competency

19:31

. I think it actually

19:33

makes a difference because it normalises

19:37

it and people feel like

19:39

it's okay for me to

19:41

work through this process and feel

19:43

a bit . You know , this is the reason why I'm

19:45

being so resistant , and I think that

19:48

is about breaking down those barriers . Can

19:51

you think of any other key

19:53

things that we might have missed or could be added

19:55

to this conversation ?

19:56

Sure , I think what's really important

19:58

about what you just said is normalizing

20:01

the discomfort in it . So , again

20:03

, what I mentioned earlier was around understand

20:05

the core driver , the reason why

20:08

someone might be resistant to

20:10

change or , you

20:12

know , flipping into unresourceful behavior or calling

20:14

in sick or like that's a great

20:16

indicator . Something's missing

20:18

in the communication chain . And

20:20

what I love about what you know

20:22

, understanding the core competence model

20:24

. I can't remember what it's called , but and also

20:26

, by the way , oh my gosh , how many times have we

20:28

gotten home and thought I can't remember

20:31

driving here . I'm

20:33

sure everybody can relate to that . It's a bit

20:35

scary in the moment , but it normalizes

20:38

the discomfort because it actually feels really

20:40

crap when , particularly

20:42

if you have been in your job

20:44

for 10 years , 20 years , 30 years , and you

20:46

are damn good at it , you know how to do

20:48

it , and then all of a sudden you feel like you

20:50

can't do it . That feels crap , that

20:52

feels really uncomfortable and

20:55

there's a bit of an ego shift in that

20:57

as well . And you know that's when

20:59

then some defensiveness can come out and

21:01

then that's when some pushback can come out . So

21:03

that might be one reason why somebody's

21:06

resisting against the change

21:08

, which could or could not be change

21:10

fatigue . But it's a reality that we're

21:12

dealing with . So , again , I think it comes

21:14

back to normalizing that . As a leader

21:17

, it might be oh man , I've got to get my head

21:19

around the system . Okay , this

21:22

is going to be uncomfortable . And

21:24

if they see you going , oh , it's a bit

21:26

uncomfortable acknowledging that elephant in the

21:28

room and embracing it and

21:30

going . But you know what we can do this , one step

21:32

at a time . That's going to really help

21:35

. So I think that's super important

21:37

in this conversation and I feel like there's a few threads

21:39

already around understanding

21:42

what's driving the change

21:44

fatigue . How are you rolling

21:46

it out ? How are you nurturing conversations

21:49

? There's a delicate balance between nurturing

21:52

and guiding people through that and

21:54

a tipping point where it's also and

21:56

this is what we're here to do so we kind of

21:58

have to pull up our big girl

22:00

, big boy , big person pants , put

22:03

them on and just kind of get into it , because

22:06

there is that point and you

22:08

know , if we come back to it's ticking off , are

22:10

the basic essentials done , the basic hygiene

22:12

factors done , and then , if they're not coming

22:14

to the party , it could be a bigger

22:16

conversation . I think the one thing I would

22:19

add in terms of listeners and

22:21

viewers reflecting on have I

22:23

done these things when I'm rolling out the change

22:25

to avoid this change fatigue is

22:27

you mentioned as well in like the

22:29

one-on-one conversation . So maybe it's in the coaching

22:32

, maybe it's in the one-on-one Check-ins

22:34

. Understand that people will

22:37

respond and react to change at different

22:39

paces . So some people

22:42

are more visionary , they're more like yeah

22:44

, I love change , let me had it . And

22:46

maybe you embrace that and you might give

22:48

some people a bit of a heads up or get them to

22:50

be first fast followers or buddy

22:52

people up , champion them In those one-on-one

22:55

conversations . The tone of that conversation

22:57

might be different . Still check in , because they still

22:59

also , though , can get change fatigue . Let's not

23:02

assume that they're just always because we're human

23:04

beings , but other people . They

23:06

need more time to think about it . Maybe it's giving

23:08

them a bit more of a heads up earlier , or

23:11

maybe they do need a one-on-one

23:13

check-in afterwards . So

23:15

it's again that balance of where unique

23:17

individuals don't assume someone's

23:20

going to respond or react in a certain way . Definitely

23:28

check in with them and leverage the natural strengths in the team and nurture everybody

23:30

at their own pace .

23:30

Absolutely , because some people are a period of

23:32

time convincer , some people

23:34

are a number of time convincer and what

23:36

that means is they're slower

23:38

to adapt and accept change . But the more

23:41

they have access

23:43

to what's happening , the more

23:45

certainty it builds in them and then

23:47

the more likely they are to move through

23:49

that resistance more quickly

23:52

. And I think for what

23:54

I saw when I was working with

23:56

the team that I had , it

24:00

was around communication that you said earlier . But

24:05

even in the communication of there's no communication was important

24:07

for them . Because what I found

24:09

was you know , there's some decisions are getting made

24:11

further up the chain that

24:13

just as a leader , you just

24:15

hear that we're not ready to roll on this

24:17

yet or you know we might get told something

24:20

that we can't tell our team . but

24:22

the team in the of

24:24

certainty will create their own certainty

24:26

which will be completely dramatized

24:28

and take them off because again we're

24:30

coming back to this unproductive

24:33

space . So really

24:36

important to continue to update and

24:38

say just to let you know there's no updates

24:40

, we're still on track , but this

24:42

is what's going on so that they

24:45

because they're waiting for it and expecting

24:47

it Not all change is going to run smoothly

24:49

.

24:50

We get holdups and all those kinds of things

24:52

Like a wedding , there's always going to be something that

24:54

goes wrong and that's okay . I think

24:56

that's actually a really important point . Probably , to

24:58

finish out on here , around there's

25:01

a gap in their

25:03

need for certainty that's being met . So

25:05

what are other ways that you can meet

25:07

that need for certainty ? So that's one . Absolutely

25:10

Make sure that your things like make sure

25:12

your meeting times are consistent

25:14

on the consistent days and consistent

25:16

times and don't move them , because

25:18

even little things like that will

25:20

help create some certainty . I love that the

25:22

update is . There's no update , so don't cancel

25:24

the meeting . If you've got a cadence of

25:27

coaching , keep that consistently

25:29

. What are the other things that

25:31

are not changing in their role

25:33

or their environment and put them

25:35

in the spotlight . So bring

25:37

the focus to this is how we're

25:39

rolling . It's kind of it is the circle of influence

25:42

. What are the things we can influence ? Bring the focus

25:44

to this is how we're rolling . It's kind of it is the circle

25:46

of influence . What are the things we can influence ? But

25:48

the discipline and consistency of team meetings

25:50

, of

25:53

catch-ups , of seeing and hearing you as the leader , your presence . The worst thing you can do is go behind

25:55

your door , close the door and not be present . It's kind of the boring

25:57

stuff as well consistency around the boring

26:00

stuff . It might not seem like a big thing

26:02

to you , but it actually is going to give them something

26:04

to hold on to . So that's probably

26:06

an action as well . If you are in the midst

26:08

of change , think about how

26:11

are you being consistent and consistently

26:13

showing up and what are the tasks

26:15

or duties ? Or you

26:17

know ways that there can

26:19

be that consistency , because that will breed certainty

26:21

even

26:26

when there's uncertainty in these other areas . That's probably an action that

26:28

I would give today , ness , is there any other ?

26:30

actions that you would suggest . I love that action because

26:32

it is about it's

26:34

something that , again , if

26:36

this isn't happening for you right now , it will at

26:38

some point . So it's that whole

26:40

thing around , I guess , stepping

26:42

back , and it is about taking time

26:44

out , even though there's lots going on , and asking

26:47

that question how can I bring more

26:49

certainty to the team and

26:51

myself right now ? And so

26:53

, within that , I think

26:55

that that will start

26:58

to identify what to do

27:00

next , and we've given lots of different ideas

27:02

throughout this episode and we

27:04

trust that that comes in handy .

27:06

I will also say , if you are unsure

27:09

about the right amount of touch points with

27:11

team communication et cetera , we

27:13

created an infographic that goes through

27:15

our recommended eight best practice touch points for your team . It's not eight per week , but

27:17

it's over the 12 months . What are the best touch points that your

27:20

team ? It's not eight per week , but it's over

27:22

the 12 months . What are the best touch

27:24

points that get the best outcomes to make your team

27:26

feel supported ? So if you want that guidance

27:29

, all you have to do is click the link in

27:31

the show notes for the Smart Growth Blueprint

27:34

. When you do that 60 second survey , you'll

27:36

get access to the team code . So immediately

27:38

you can get your hands on that and that's just

27:40

a good way to cross-check what you're

27:43

already doing with your teams .

27:44

Yeah , absolutely , and because communication

27:46

is key . That's why that resource is amazing

27:49

. Thank you so much for listening

27:51

this week . We can't wait to be back in your

27:53

listening ears again next week . Till

27:55

then , have a great time . See you later . Thanks

27:57

for listening to today's ep . If

27:59

you loved what you heard , connect with us

28:02

over on LinkedIn and let's continue the

28:04

conversation over there . Nicky

28:06

and I are obsessed with helping businesses

28:09

install smart business

28:11

growth strategies and leveraging people

28:13

leadership for peak performance . We

28:16

bring two business minds and two

28:18

perspectives into your business , and our number

28:20

one goal is to make sure that your business is thriving . Our number one goal is to make

28:22

sure that your business is thriving , your

28:24

team are thriving and you are thriving

28:27

. We offer a 30-day

28:29

business diagnostic , taking you from

28:31

chaos to clarity in just 30

28:33

days . Are you curious to find out

28:35

more ? Send us an email or

28:37

go old school and give us a call . Until

28:40

next time , happy listening and here's

28:42

to thriving in business and in life

28:44

.