09 Jul Embracing the Creature of Habit
T here are many defined personality types common across the spectrum of change management, including The Champion, The Blocker, The Influencer, and The Decision Maker.
Here are two key things to know about The Blocker:
1. The Blocker is hands-down the toughest personality to work with as a change management professional.
2. Because of this, The Blocker is also the most overlooked opportunity as a change management professional.
From my experience, time and time again, The Blocker – AKA the Creature of Habit – can be transformed into your biggest Champion. And even though it seems like it would be easiest to focus on your champions (the people on your side from the get-go) first and deal with the blockers later down the road, addressing The Blocker from the onset is the way to go.
All eyes are on the Creature of Habit. If you can gain buy-in from them, you can gain buy-in from those around them. If you can convince them to adapt to change, everyone else is a breeze.
T here are many defined personality types common across the spectrum of change management, including The Champion, The Blocker, The Influencer, and The Decision Maker.
Here are two key things to know about The Blocker:
1. The Blocker is hands-down the toughest personality to work with as a change management professional.
2. Because of this, The Blocker is also the most overlooked opportunity as a change management professional.
From my experience, time and time again, The Blocker – AKA the Creature of Habit – can be transformed into your biggest Champion. And even though it seems like it would be easiest to focus on your champions (the people on your side from the get-go) first and deal with the blockers later down the road, addressing The Blocker from the onset is the way to go.
All eyes are on the Creature of Habit. If you can gain buy-in from them, you can gain buy-in from those around them. If you can convince them to adapt to change, everyone else is a breeze.
MY FIRST ENCOUNTER WITH THE CREATURE OF HABIT
Entering a Culture of Habit
In 1989, I partnered with two entrepreneurs who had just bought an established business and wanted to pick my brain on how they could make it more profitable.
The business was originally founded in 1962 as the print shop and publishing facility for NASA’s Johnson Space Center. But as the Space Race came to a close, the facility was sold in 1973 and remained privately-owned from then on, branching off into other industries like oil and gas, chemical, banking, etc.
The Champion:
Person who voluntarily takes extraordinary interest in the adoption, implementation, and success of a cause, policy, program, project, or product.
The Blocker:
A person who can effectively prevent change from happening through resistance based on their attitudes or beliefs.
The Influencer:
An individual who has the power to affect the decisions or attitudes of others because of his/her position, authority, or level of respect among the group.
The Decision Maker:
Responsible for identifying and choosing alternatives based on their (or the company’s) values, requirements, preferences, and beliefs.
MY FIRST ENCOUNTER WITH THE CREATURE OF HABIT
Entering a Culture of Habit
In 1989, I partnered with two entrepreneurs who had just bought an established business and wanted to pick my brain on how they could make it more profitable.
The business was originally founded in 1962 as the print shop and publishing facility for NASA’s Johnson Space Center. But as the Space Race came to a close, the facility was sold in 1973 and remained privately-owned from then on, branching off into other industries like oil and gas, chemical, banking, etc.
As I walked into the facility for the very first time, I felt like I had been transported back in time to 1962. The equipment was outdated – maybe from the early 60s. Possibly earlier.
The two entrepreneurs who had purchased the facility asked me to come in, observe for a few weeks, and assess their business’ situation. So, I did. I rather bluntly told them, “Even though your operation is very impressive considering its history, it is history.”
After the assessment, the new owners decided to invest in significant upgrades, so we embarked on a search for the latest and greatest industry equipment. Soon enough, it was time to start thinking about how the transformation would impact employees.
Not only had the equipment been there for more than 25 years, so had a lot of the facility’s personnel. They were loyal, and they were going to be very resistant to such a huge change in their day-to-day operations.
Creating a Champion Out of a Challenger
One of the biggest Blockers was the bindery crew’s supervisor. She was the first person to walk straight into my office and say – not in so many words – “We got a great thing going. Don’t screw it up.” From the very start, she made it clear that her team’s current processes work just fine, and there was absolutely no need for any changes. I could alter any other area of the business, but don’t touch hers.
Don’t get me wrong, she wasn’t an unpleasant person. She was actually very personable. And since she had been leading the bindery team for years, she had their full respect. It was apparent that they were taking their cue from her, and that’s what made me realize: All eyes are on the Creature of Habit. If I could gain buy-in from her, I could gain buy-in from those around her.
As the new equipment was being set-up in the facility, the bindery supervisor – my biggest skeptic – was the first person to come over and investigate. As I was sitting in my office, I could see her eyeing the new machinery. She started asking the technician questions, and I could tell even from a distance that she was impressed.
A couple days later, she came into the facility and started to ask me questions about the new equipment’s features and capabilities. Through our conversation, I could tell The Blocker was realizing that the new equipment could actually benefit her team day-to-day. She had begun to see the upside, and I was excited to promote that to others.
Since I could tell she had some interest, I asked if she would want to be the first person trained on the new equipment. This wasn’t the obvious move. She was the bindery supervisor, so the new equipment was far outside of her scope. But she agreed. Not only that, but she also brought one of her teammates along with her.
Directly after training, my biggest Blocker became my biggest Champion. She started speaking to everyone more positively about the things to come. Everyone took notice, other Blockers were swayed, and the transformation took place.
Embracing the Creature of Habit for Change
This Blocker-turned-Champion scenario is something I’ve seen time and time again. In almost every project I’ve worked on, there’s at least one person I can name who started out resisting the change but ended up becoming my biggest Champion.
Again, The Blockers are the most difficult personality to work with as a change management professional. But don’t make the mistake of overlooking the opportunity, the payoff that comes with swaying the Creature of Habit. If you can convince them to adapt to change, others will take notice and soon follow with their own acceptance and support.
THE INSIDE SCOOP ON THE CREATURE OF HABIT
If you’re wondering how I became so well-versed on the Creature of Habit, the answer is simple: I am a Creature of Habit. The Blocker personality type is easy to pinpoint, and I fit that to a T. I love the old way of doing things, I take comfort in going with what I know, and I appreciate consistency, reliability, and predictability in all things.
I get the irony of a naturally change-averse person becoming a change management professional – I really do. But I found it helps, because I know what my fellow Creatures of Habit feel when they’re asked to change. I know what goes through my mind, and I know what it takes to change my mind.
If you want more insider information on The Blocker, check out my latest webinar, “Change Management vs. The Creature of Habit” where I share:
- My own experience as a Creature of Habit.
- A rundown of my change management experience with the print shop and publishing facility using Prosci’s ADKAR model.
- Tips for successful change management execution.
As I walked into the facility for the very first time, I felt like I had been transported back in time to 1962. The equipment was outdated – maybe from the early 60s. Possibly earlier.
The two entrepreneurs who had purchased the facility asked me to come in, observe for a few weeks, and assess their business’ situation. So, I did. I rather bluntly told them, “Even though your operation is very impressive considering its history, it is history.”
After the assessment, the new owners decided to invest in significant upgrades, so we embarked on a search for the latest and greatest industry equipment. Soon enough, it was time to start thinking about how the transformation would impact employees.
Not only had the equipment been there for more than 25 years, so had a lot of the facility’s personnel. They were loyal, and they were going to be very resistant to such a huge change in their day-to-day operations.
Creating a Champion Out of a Challenger
One of the biggest Blockers was the bindery crew’s supervisor. She was the first person to walk straight into my office and say – not in so many words – “We got a great thing going. Don’t screw it up.” From the very start, she made it clear that her team’s current processes work just fine, and there was absolutely no need for any changes. I could alter any other area of the business, but don’t touch hers.
Don’t get me wrong, she wasn’t an unpleasant person. She was actually very personable. And since she had been leading the bindery team for years, she had their full respect. It was apparent that they were taking their cue from her, and that’s what made me realize: All eyes are on the Creature of Habit. If I could gain buy-in from her, I could gain buy-in from those around her.
As the new equipment was being set-up in the facility, the bindery supervisor – my biggest skeptic – was the first person to come over and investigate. As I was sitting in my office, I could see her eyeing the new machinery. She started asking the technician questions, and I could tell even from a distance that she was impressed.
A couple days later, she came into the facility and started to ask me questions about the new equipment’s features and capabilities. Through our conversation, I could tell The Blocker was realizing that the new equipment could actually benefit her team day-to-day. She had begun to see the upside, and I was excited to promote that to others.
Since I could tell she had some interest, I asked if she would want to be the first person trained on the new equipment. This wasn’t the obvious move. She was the bindery supervisor, so the new equipment was far outside of her scope. But she agreed. Not only that, but she also brought one of her teammates along with her.
Directly after training, my biggest Blocker became my biggest Champion. She started speaking to everyone more positively about the things to come. Everyone took notice, other Blockers were swayed, and the transformation took place.
Embracing the Creature of Habit for Change
This Blocker-turned-Champion scenario is something I’ve seen time and time again. In almost every project I’ve worked on, there’s at least one person I can name who started out resisting the change but ended up becoming my biggest Champion.
Again, The Blockers are the most difficult personality to work with as a change management professional. But don’t make the mistake of overlooking the opportunity, the payoff that comes with swaying the Creature of Habit. If you can convince them to adapt to change, others will take notice and soon follow with their own acceptance and support.
THE INSIDE SCOOP ON THE CREATURE OF HABIT
If you’re wondering how I became so well-versed on the Creature of Habit, the answer is simple: I am a Creature of Habit. The Blocker personality type is easy to pinpoint, and I fit that to a T. I love the old way of doing things, I take comfort in going with what I know, and I appreciate consistency, reliability, and predictability in all things.
I get the irony of a naturally change-averse person becoming a change management professional – I really do. But I found it helps, because I know what my fellow Creatures of Habit feel when they’re asked to change. I know what goes through my mind, and I know what it takes to change my mind.
If you want more insider information on The Blocker, check out my latest webinar, “Change Management vs. The Creature of Habit” where I share:
- My own experience as a Creature of Habit.
- A rundown of my change management experience with the print shop and publishing facility using Prosci’s ADKAR model.
- Tips for successful change management execution.
