The first stage: awareness

Habits are unconscious patterns in our head. We do not doubt them, at a certain stage of life (for example, in childhood from parents) we took them (“bought”) and believed in their truthfulness. They seem so automatic and self-evident to us that when someone points them out to us, we wonder why anyone pauses over them at all (e.g., that “money corrupts character,” that “time goes against us,” or that “one can only rely on oneself.”) Therefore, the first and important stage is the so-called. realization, or moving the pattern from the unconscious and subsequent work at the level of consciousness. In this particular case, traders have accepted in the past the belief that there is no point in trying harder, that a person can just lose everything (in the past they lost excellent traders in the team who “piped” for a long time) and it is better to reach for certainty (“what I do myself, I have”), to have a good time and, most importantly, to be calm. However, as a result, they are not well, and most importantly, they are not at rest. This is an important moment — awareness total contradiction between our beliefs (which we do not doubt) and the outcome we prefer.

In our 15-year experience, we have seen many attempts to introduce change in a variety of businesses — from small to multinational corporations. Often these attempts failed on the fact that management in good faith pushed for a change that employees did not understand about, why is it happening and what good result (them) will it bring. Their beliefs were not consistent with the intended change. We noticed that in workshops where there is a dialogue between management and employees, there is an important process of change that we only subsequently named as change of beliefs. Change in a company can only take place after a change in the beliefs in people's heads.

Second stage: shifting attention

The original habit cannot be erased or thrown away — “What hell approves will never restore.” But one can name and consciously acknowledge a new pattern, a new belief that is consistent with our preference, and shift the focus there. How is this done?

1. Good result

The method is based on definition of a good result, i.e., naming the state I prefer and the subsequent search for beliefs and habits that are consistent with such a state.

Examples of a good result:

• The company/business generates a surplus, a reserve that it further invests in development
• Personally, I don't have to limit myself when kids want to go to the theme park or in how many gifts I buy them
• I feel calm and sleep well (all night)
• I work 8-9 hours and then I'm with my family
• When my phone rings, I feel like it's good news
• We have good relationships and can count on each other
• We are proud to be under this brand

Already now, the atmosphere of the workshop is typically changing, we are talking about something pleasant and it is often the first time that the participants formulate something like this in person — and in addition, publicly with each other! There is a new tuning, just as an athlete experiences success in his head and the feeling of running through the goal even before the start of the race.

2. Awareness of beliefs

Once we have a named target state, we ask ourselves the question: what would we have to believe, what would have to be true for such an outcome to occur?

The answer is, “We would have to have a 3-5 times larger store...” and the immediate reaction is, “but it can't. We can't do any more work.” This is a typical defensive response. Once accepted beliefs have the power to sustain themselves at all costs—e.g. They “whisper” that nothing else is possible (they blind us to see no other solutions), or they intimidate that if we believe something else, it will have tragic consequences for us.

3. Futurospective

The following is a question that circumvents this defense -- assuming we've succeeded in doing so, what applies? This question moves us emotionally to the goal point and therefore there is no point in fighting or doubting it. The brain calms down, we feel safe. We are there. We call this technique Futurospective, looking back from the target state.

After a long discussion, the answer in this case comes: “We have expanded the team — but we don't have time for that now — and changed the focus of sales.”

So here comes the final question — when we succeeded, what did we have to believe in the beginning? “Other colleagues want to join us. That a change of strategy pays off.”

We have input for the next step.

The third stage: the formation of a new habit

The formation of a new habit has these important pillars:

1. System Support

Every company has its own system — processes, standards, performance reviews, feedback from leaders. The latter always leads to the strengthening of certain thinking and, consequently, behavior. When changing habits, it is necessary to build such systemic changes that will reinforce this habit (reinforcement).

In our example, we realized, for example, that the reward system clearly supported short-term activities of traders. Thus, the first important change was the new evaluation and remuneration system.

Even on a personal level, I can encourage a new habit, for example, by choosing a melody that I have associated with the “messenger of good news” instead of a hectic ringing that immediately evokes a sense of alarm.

2. Repetition of a given habit — Kata

The second pillar is Kata — focusing on repeated training of a given habit, thereby not only improving but also shifting the pattern into the unconscious.

In our case, it is about training two practices: 1. a new way of selling and 2. involving everyone in the recruitment of new people so that the team grows with the right people in the shortest possible time.

The first step of training takes place at regular seminars. Typically, we select 4-5 volunteers for training at Model situations in a safe environment and with immediate feedback. The situation is, for example, a business meeting where an offer is to be made to the client. At this moment, we practice repeatedly a new habit. In addition to their own experiences and feelings, the trained person receives feedback from others (who thus learn to give constructive feedback), from coaches and, thanks to the video recording, they also give feedback to themselves. Seeing ourselves is not exactly what we would prefer, but from our experience it is very valuable feedback. After 3-4 repetitions, no one has doubts, and at this moment they believe that all clients want it (new beliefs).

As in the store and in recruitment, personal recommendation is a very effective technique. Therefore, it is model situation focused on personal invitation to training/team building seminar. Again — model situation is recorded with selected people, the trained receives feedback from others and from coaches.

3. Working in a couple

The next step is then Working in a couple. Instead of a business meeting alone, there are two - do not worry, with a meaningful explanation, the client has no problem with this at all, on the contrary, if you create a partner triad, the client gets a feeling of stronger support. The advantage of working as a couple is the immediate feedback after the meeting -- that is, the constant repetition and improvement of a new habit. We ourselves easily forget in the hustle and bustle and slide back to the old habit. In two, where the other's role is to hold attention to a new habit, that doesn't happen so easily anymore.

4. Retrospect

Then there is a regular (e.g. monthly) stop and look back to see how we are doing in the given habit and if we are achieving the expected results. This is called Retrospective. Attention goes again to the new habit and to quickly eliminate movement and prevent regression to the original habit.

Conclusion

The culture of the company is what influences its performance and whether people feel comfortable in the company. The culture of the company is the “old order”, which very firmly resists any changes that the management plans. The culture of the company, these are the habits and beliefs stored in the collective unconscious of all the people in the company. Changing habits and beliefs leads to a change in culture. It is not a quick and immediate process and now, after reading this article, you may feel that it is not even easy. That's why we have an offer for you — this Friday, August 26, we are co-organizing a mini-conference 71% — Ways to a More Efficient Businesswhere there will be space to discuss these things. There will also be room to discuss how to do this in your case.