Have you ever found yourself focusing on something specific to help you push through a challenging task? Maybe you were on a walk or hike and used a tree, building, or landmark in the distance to guide you. Perhaps it was a mark on the wall during a workout or meditation, or a repeating rhythm — like your footsteps or breathing — that helped you stay centred while walking or running.

Whatever your version of that is, chances are it helped.

A few weeks ago, I was at the gym trying to push through one of my least favourite exercises. I used the old “focus on the mark on the wall” trick to help me through. In fact, that mark and I have become quite close over the past month — it’s helped me stick out the full time on the machine and even move up to the next weight.

So yes, the mark and I had a bit of a thing going on… until a new machine was placed right in front of it, blocking my view. Yep — just like that, I lost my trusty visual anchor. And I lost my rhythm.

Not one to let things I can’t control get in my way, I decided I’d find a new point of focus — something closer, something that couldn’t be blocked by a machine or another person. But so far, nothing is working. And this week, I found myself skipping the machine altogether!

I also noticed there’s a space just a few feet to the right where the new equipment could have gone — and wouldn’t have blocked anything!

And this got me thinking about how demotivating and disheartening it can be when something that works for us is taken away or blocked— especially when the change doesn’t seem to make practical or logical sense.

It also got me thinking about how important it is, as a leader, to pause and consider how change impacts others. Not just from a logistical point of view, but from a human one. Does the change make sense? Is it necessary? And how might it affect those around you?

While many of the changes that impact your team will come from higher up — from your organisation or industry — there will also be changes you choose to make as a leader. And being thoughtful about how those decisions land is crucial.

Research from Gallup’s 2023 State of the Global Workplace report shows that one of the biggest contributors to disengagement is when decisions feel disconnected from what actually works, or lack clear reasoning.

So, how can you avoid creating unnecessary changes that lead to disengagement and demotivation?

Start by making sure that any change you implement is truly needed and adds value. Ask some of the following questions:

• What problem is this change actually going to solve?
• What might the upside be for the team or our people?
• What might the downside be for the team or our people?

Involve your team or people in the process, seek their input, and clearly explain the reasoning behind the decision you are thinking of making

And if it is a change that is not of your choosing (i.e. – it’s been made for you) or one you have decided to implement after taking the above steps, then make sure you are transparent about the reasons behind it, acknowledge the challenges and actively support and help your team adapt and come up with ways to get onboard, especially by asking them questions like:

• What are some ways you can adapt to this?
• What ways might work for you?

This approach won’t eliminate resistance completely, but it will help people feel considered and empower them to navigate the change on their own terms.

When you, take a people-first, people-centered approach to change,you’re far less likely to see the kind of resistance and disengagement that often arises when decisions feel random or disconnected. While it’s never guaranteed, my experience is that nine times out of ten, you’ll see greater buy-in, improved morale, and a stronger sense of ownership — no matter the context you’re leading in.

I trust this has got you thinking, and has been helpful in some way, shape or form.

Until next week, be well and lead well.

Kylie