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Whenever an emotional issue arises within you that bring up painful feelings, it’s a sure sign that something painful needs to be dealt with. Whether you feel angry, sad or fearful, the cause is based on something that has happened in your past.
Say, you repeatedly keep encountering angry bosses that make you feel attacked, wrong, angry, frustrated etc.
Now, if you’re not aware of what is actually happening, you will just keep blaming the other person for being angry and hard to get along with. Well, you write down all of the aspects about the other person that you dislike about them. All the time, imagine the person from your childhood is right in front of you – tell them how they hurt you (you may want to do this somewhere private), use language you would not usually use and just let them have it!! In summary, EVERYTHING IN OUR LIVES HAPPENS FOR A REASON – which is to bring us closer to our authentic selves!! At some point in your career you are going to be faced with the challenge of managing resistance to change. One thing all leaders should keep in mind as they begin a change initiative is that things will generally get a whole lot worse before they get a whole lot better. Whether the chaos following a change is due to poor implementation or resistance by people, you need to understand that for a time there will be a gap between where you want to be and where you are. Approach the change adventure with realistic expectations - things will probably get worse before they get better! Let's take a look at what you can do to manage resistance to change - and even with the best laid and best executed plans you can expect resistance! The success or otherwise of your project will hinge largely on the people who have power and influence within your business (and they will not always be the 'official leader') and could include people outside your business such as customers and suppliers. You can use the opinions of the most powerful stakeholders to shape your project at an early stage. When you take the time to identify the key stakeholders and and what their possible reaction to your project may be you give yourself the opportunity to influence their preparedness to support the change and hopefully win their support.
When you download "Managing Change In The Workplace", make use of the Key Stakeholders chart to help you identify the possible reactions of people to the change.
Once you have analyzed your key stakeholders and their preparedness to support the change and their influence on others, you then up the anti by asking a series of eight questions that will help you strategize how to best influence them.


Focusing on the highly influential stakeholders first and the low influencer stakeholders last, devise a practical plan that communicates with people as effectively as possible and that shares the right amount of information in a way that neither under nor over-communicates. Think through what you need to do to keep your best supporters engaged and on-board (they are actually far more important than the opposers - as the people prevaricating in the middle - wondering which way to lay their 'chips' - will be looking to see who is getting all the attention).
The degree of trust you have built with your team and key stakeholders will definitely pay off (or payback) about now! Probably the most important consideration in managing resistance to change, is how to develop commitment to the new way of doing things. Commitment does not mean compliance ("going along with") but the readiness and willingness to do whatever it takes (within reason and ethics) to make the new way work effectively. A critical step in getting people's buy in is to enable them to feel that they have a say in their future destiny. Initiate involvement in shaping the change as early and with the greatest amount of participation and decision-making as possible. If you hold rigidly to your predetermined outcomes and display unwillingness to compromise, the possibility of work group support is minimized.
Don't wait for examples of completely changed behavior to surface before rewarding the new behavior. Make sure that you let the people who are the early adopters know just how much you appreciate them. You can view people's resistance as a problem and treat it coercively, which will probably add resistance. Much research has linked the feelings of anxiety, stress, uncertainty (even for those managing the change) with a decline in self-esteem. People may need a new set of skills or you may simply need to teach them about the phases they can expect to go through during the change process.
When managing resistance to change keep in mind that people's emotions are what you need to deal with the most. Later in life when we come across a similar event as we experienced in childhood, it triggers feelings that we have repressed.  Remember, that as children we didn’t have the skills to deal with traumatic situations, and so in order to protect us from suffering pain, the subconscious suppresses the memory of it along with the emotions. On a rational level we all think that once a change is implemented things should improve (who is going to introduce change that is going to make things worse!), however the reality is, is that things usually dive for a while before they improve. Knowing this you can tough it out and get past the valley of despair, until things can begin to turn around.


These people can either be strong supporters of your change initiative or they can block it and shut it down indefinitely. Not only does this make it more likely that they will support you, their input can also improve the quality of your change initiative. If you aren't trusted or believed by those people the chances of you engaging and inspiring commitment to the change are slim!
Here are some broad strategies that leaders can adapt in order to make sure that people who "survive" the change genuinely commit themselves to support the new structure. People are much more likely to support a new set of ideas which they have had a key role in shaping. When you can't include the suggestions offered up, then be crystal clear about why this cannot happen. This type of approach will backfire, because people will quickly perceive that they are being manipulated and conclude that the process is dishonest.
Involved team members often will suggest changes that greatly improve the original plan, because the people most heavily affected by a plan will correct its obvious defects. Throw a party, give them a gift, do something that acknowledges their efforts on behalf of the change project.
Don't underestimate the degree to which someone's fear of 'looking foolish' might drive, an otherwise rational person, to act in unhelpful or obtuse manner.
It is the responsibility of the director leading the change to supply an infusion of positive energy.
Life is not suppose to be about pain and suffering, it’s meant to be a journey of discovery to bring us back to a place in which we are connected to All That Is.
As much as you can though you should try to make use of the input provided and include it in the change process.



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