What are the most common barriers to motivation during change?

Navigating change is no small feat, and the fear of Failure often looms large as a formidable barrier to my motivation. It's not just about the worry of making mistakes; it's the concern about potential losses—status, competence, and security. To overcome this hurdle, be committed to cultivating a culture that values experimentation, see mistakes as stepping stones to learning, and reframe failure as a crucial component of growth.

The fear of failure may affect people in a variety of ways,it's not always easy to identify. Some of the ways that people may experience the fear of failure include: *Believing that you don't have the skills or knowledge to achieve something *Feeling like you won't be able to achieve your goals *Procrastinating to the point that it affects your performance or ability to finish on time *Underestimating your own abilities to avoid feeling let down *Worrying that imperfections will make other people think less of you The fear of failure may cause people to avoid trying altogether. Because they are so afraid that they will try and not succeed, they simply decide not to try at all in order to prevent embarrassment or disappointment.

To speak up is a sign of psychological safety. However in most teams this will not be felt or executed by everyone. Therefore in the early stages of change having channels to provide feedback, concerns and even grievance confidentially or anonymously can bring to surface some of the roadblocks that will surface eventually. Including sentiments that are uncomfortable. Anonymity will provide the safety staff will feel safe to voice concerns over. And as these are responded to in a meaningful way, those same team members will voice opinions in public. It is the turning of change advocates.

It's very simple actually Our brain makes it difficult for us to against the brain wiring. E.g. lets say I accidentally touch a live wire with electricity flowing through it. My brain will immediately jerk me away. Because there's a very strong wiring of fear of electric shock in my brain. My brain thinks it's important for my survival. Similarly whatever other wiring is there in my brain, my brain takes it very importantly. And most of the times this wiring is subliminal....we are not aware of it consciously. And so if the wiring is lack of self belief, "I am not good enough....I will not be able to handle this" and then the wiring of fear of failure kicks in. And combined they make our brain avoid the change.

Like vehicles struggling uphill, change saps momentum as people confront unfamiliar terrain - energy spent worrying about new processes, skills gaps or political dynamics rather than embracing possibilities ahead. Progress feels slowed when milestones marked differently or previous routes now closed, worse when progress metrics lag. Morale falls either wasting gas spinning wheels stuck or idling rather than journeying onward. But determined drivers can shift gears - opting to lighten loads until traction again, finding scenic stops rediscovering larger mission, or refuelling spirits through progress celebrations. Smooth transitions require acknowledging inclines while showcasing summit potential.

I like to ask my coachees this question: What will you think about it in 20 years? What if you didn't do it and you regret it 20 years later? What would be the worst thing that could happen to you if you did it now? My coachees usually realize that the worst-case scenario is not nearly as bad as missing an opportunity that they might regret later on.

In my experience one of the obstacles to motivation during change can be the fear of not meeting expectations, especially in a new environment or among a new group of people. This fear can be overcome by making the effort to communicate and understand expectations and building relationships that then foster the channels for receiving constructive feedback and encouragement.

Certainly a big one. For this to be managed, I think (a) important for the coachee to have enough self-awareness about it and know it is not necessarily a bad thing but s/he need not be paralysed by it (b) To show that not changing might be more painful.

To address the fear of failure during change, one of my preferred and powerful coaching techniques is "Cognitive Restructuring." This involves identifying instances where clients' fear of failure hindered their willingness to change. Coaches help clients explore the root causes of these fears, challenging and reframing negative beliefs. By viewing failure as a valuable learning experience, clients can approach change more positively, enhancing their skills and adaptability.

In my experience coaching visionary business leaders and their teams, the one obstacle that keeps coming up during times of uncertainty, rapid change or transition is Self Doubt. It doesn’t matter how successful you’ve been in the past. Or how well connected you are. How much work you’ve done to plug knowledge gaps. Or how experienced you are. Self doubt can show up at any moment and shake you to your core—making even the most feasible goal seem impossible. So calling this out early and often, keeping an eye out for it throughout the journey, is important. Just raising your awareness and normalizing it can be a game changer. Naming it when it appears enables you to courageously embrace it, and in so doing, take back your power.

In my experience communication is the key to breaking a lot of barriers during a change process. Clear messaging, sticking to the key facts and not changing messaging from one day to another can be a great tool in building trust in the vision of the change. This trust is a great lever that helps during uncertainty.

Frequently, you'll encounter someone saying "I should". This often traces its roots to childhood, where conforming to parental or authoritative figure was more important than following one's heart's guidance. As a result, many find themselves lacking clarify because what they feel they should desire may not align with their true wants.

A barrier to motivation during change is the anxiety stemming from the fear of the unknown. Uncertainty about the future, whether in personal or professional aspects, can dampen enthusiasm and hinder individuals from embracing change positively. Overcoming this barrier involves effective communication, providing clear information about the changes, and fostering a supportive environment to instill confidence in navigating the unfamiliar territory.

An excellent approach to overcome the barrier of low involvement during change is "Participatory Leadership." This approach involves actively engaging clients in decision-making, problem-solving, and planning related to the change, allowing them to have a direct influence on the process and leveraging their strengths, interests, and values to enhance their commitment and sense of ownership.

I have seen good two-way communication - receiving feedback and responding to it is another tool that can make the change process a lot easier to adopt. Team members feel that there is genuine interest and care in their input, even if sometimes it can just look like holding additional meetings to communicate progress or be more transparent about financials etc. Humans trust those they can see effectively handling conflicts in a fair way, receiving feedback - even tough feedback and translating it to actions can be very effective in building trust.

This situation often reflects a case of learned helplessness. A mindset ingrained during formative years where they internalise the belief that their voice is of no importance and that they lack an ability to have control over situations. It becomes crucial to help them recognise what authentic control looks like, and to support them in reclaiming the confidence to use their voice once more.

It's relatively simple for me. Baby steps. We massively overestimate what we can achieve in a month, but we underestimate what is possible in a year. That's why it's important to put one step in front of the next, no matter how small it may seem. Life is a marathon, not a sprint, and we can carefully take one step before the next.

In my work I’ve come across this and when I’ve seen it, the resistance to feedback during change was grounded in people being in fight or flight, and looking to defend themselves to regain a sense of control. In order to receive feedback people need to trust the source has their interests at heart and feel psychologically safe in the situation. Working on reducing the limbic system response and increasing a sense of control for the person would be a primary area of focus before then supporting them to move to take on a growth mindset and see the opportunity or gift in the insight.

This pattern is rooted in a fundamental distrust in others. They have learned from life experiences that the most reliable person is themselves. Additionally, their sense of self-worth is fragile, causing them to interpret criticisms with heightened sensitivity. It is important to guide them to cultivate a stronger sense of self-worth.

The following has helped some of my customers: What is my goal and why and how much energy do I have right now. Is what I am currently doing really aimed at my goal? Or am I just looking for a distraction? Wouldn't it make sense to spend my time on what is important to me and what I want to achieve? Especially when my energy levels are perhaps not so high.

Based on my experience as an executive coach, one often-overlooked barrier to motivation during change is the "Emotional Inertia" stemming from the perception that personal emotions and feelings aren't considered in the change process; addressing this can unlock greater motivation. Additionally, the fear of losing a sense of identity and purpose due to change can be a potent yet under-recognized barrier that coaching can help individuals navigate.

Change can be similar to a grieving process for those uncomfortable with it. Understanding that part of change is letting go of something we knew and was very familiar to us. In some cases, in the career aspect, change is part of corporate restructuring, where you lose significant team members. That is a loss that triggers feelings of grievance. It’s important to acknowledge feelings and understand how those impact you or your team to move forward. We tend to sweep feelings under the rug for the sake of not wasting time, which might slow down the change process.

A commonly underestimated barrier to motivation in change is overlooking the emotional impact. Change often brings uncertainty, and acknowledging and addressing the emotional aspects can significantly impact motivation. Think about how you can incorporate emotional intelligence into your strategies for navigating change. What will allow you to see change as an opportunity for personal and professional growth, thus enhancing motivation?

Change always takes us out of our comfort zone. It is normal for us to feel uneasy at first. It is important to recognize and know this. We don't have to do anything about it. We can also feel anxiety for a short time, and sometimes we slip into the panic zone. Then we need to sort out our thoughts. To courageously face the question: What is it about this change that scares me? When fear looks you in the eye, that's the moment to take action. Write down what you can do to alleviate your fear. Do you want to take this action, does it make sense or will it take you off your actual path?

People are comfortable doing things repeatedly, rather than trying something new! People have to be convinced to come out of the comfort zone. The benefits of stepping out of comfort zone and trying something new have to be sold!

Of course, change is not easy, it is a psychological shift for us. Embracing a change becomes an uncomfortable situation for anyone, fatigue of change, failure in change management, and a change-resistant culture are the other barriers to motivation in team members I have seen. As a people-focused person, What should be taken care of during the movement has occurred, encourage the workforce to the purposes of change, and explain to them what the outcomes of it are. Rather than digging into a mess, try to find out the constructive ways of it.

When change occurs, whether in a personal context or within an organization, it can be disorienting and challenging for individuals to adapt. A key issue arises when there is insufficient communication or clarity about the new objectives and values that are driving the change. This lack of understanding can lead to confusion, as individuals may not see how their roles or actions align with the new direction. Moreover, without a clear grasp of the underlying reasons for the change or the benefits it aims to bring, people might feel disconnected or skeptical, diminishing their motivation to engage actively with the new system or processes.

1. Reluctance to move out of already familiar comfort zone 2. Hesitation to learn new ways 3. Lack of Management support for training