Chapter 1: The Foundation of Effective Change

In the realm of leadership, one of our core objectives is to enhance our surroundings. Whether the aim is to improve personal lives, team dynamics, or overall business performance, the ultimate goal is to advance. However, achieving improvement necessitates a fundamental truth: altering existing behaviors is essential to reach new heights. If change weren’t needed, we would already have attained our goals.

Despite this, many individuals find it challenging to implement change in their lives. What underlies this struggle? Research has identified two critical elements that effectively drive change.

The First Element: Habits

The first factor, which I have frequently highlighted in my writings due to its significant impact, is habits. How do I know this? Simply put, habits govern my life.

Contrary to common belief, habits are not merely about diligence or dedication; rather, the scientific reality reveals that they are fundamentally tied to our desire to conserve energy. In fact, I have previously discussed this concept in articles titled "The Laziness Myth" and "You're Lazy And That's Good!" From a biological standpoint, habits allow us to perform tasks using the least amount of energy possible.

Everyone exhibits a form of "laziness" as a natural biological trait—our bodies inherently strive to minimize energy expenditure. The distinction between achieving results or not hinges on whether we have cultivated habits that align with our desired outcomes. Research indicates that attempting to change behavior without established habits leads to significant difficulties.

This concept makes logical sense: if habits promote energy efficiency and our bodies prioritize energy conservation, any behavior that is not habitual is perceived as a threat to our energy reserves. Consequently, our bodies instinctively resist changes that may waste energy.

To successfully alter behavior, the strategy is to start small. By initiating minor changes that gradually build into habits—typically taking about 66 days—individuals can gradually increase the scope of the changes they wish to make. For example, if someone intends to improve their diet, it is far more manageable to introduce one small, beneficial change each day rather than overhauling their entire diet overnight, which often triggers a host of internal resistance signals.

Once a habit is formed, it becomes significantly easier to maintain, as halting the behavior would require more energy than continuing it.

The Second Element: Access

What is the second essential component needed for behavior change? Access. This implies that individuals must have the means to implement the changes they desire. For instance, someone aiming for a healthier diet must have access to unprocessed foods, while those looking to enhance their fitness require access to appropriate tools and equipment.

Running exemplifies an accessible fitness option, as it necessitates minimal resources. Research shows that when individuals lack access, they are unlikely to change.

For leaders, this insight is crucial. If you are striving to transform your team or organization but face obstacles, one of these two factors—habits or access—is likely the root cause. Numerous leaders attempt to implement changes without providing the necessary resources for those changes to take effect.

This may sound absurd, but it's a common issue; for instance, employees at Dell recently faced challenges returning to the office due to the lack of a viable workspace. It is exceedingly difficult to motivate employees to return to a non-existent office.

Similarly, I once worked in a company where the accounts receivable team was tasked with collecting overdue payments from clients, only to discover that new contracts had been signed that exempted clients from paying those previous bills. It's challenging to collect debts when clients are legally not obligated to pay.

When employees do have access in practice, the next potential issue may be that leaders have not established systems to turn desired changes into habits. Simply instructing people to change is often ineffective; individuals seldom act solely based on directives.

Creating Systems for Change

People frequently hear about the negative impacts of cigarettes, processed foods, sugary drinks, and other harmful habits, yet this knowledge does not inherently lead to change. As a leader, your role is to assist your team in developing systems that foster habits. When leaders integrate access and habit formation, the likelihood of successful change increases significantly.

However, there's an important caveat to this principle: if team members lack the desire or energy to change, they simply won't. You could provide all the necessary resources and create ideal systems, but without intrinsic motivation, change will not occur.

This is why I advocate for leaders to cultivate a regenerative legacy. A significant percentage of employees experience burnout, which diminishes their energy and desire to change. When energy levels are depleted, any attempt at change becomes futile.

To enable effective change, leaders must first address burnout. Once energy levels are restored, employees will show a heightened desire to improve. When combined with access and a framework for developing habits, achieving the desired change becomes almost inevitable.

While there may be a few individuals resistant to change, they are the exceptions rather than the rule. Most people aspire to lead better lives.

If you, as a leader, find that despite providing access and establishing habits, change remains elusive, the underlying issue is likely energy depletion. This is a common challenge faced by many leaders today.

Ultimately, to foster success, facilitating behavioral change is essential. Your responsibility as a leader is to create an environment that enables positive transformation, requiring the right balance of energy, access, and habits.

The first video, "Building Habits: The Key to Lasting Behavior Change," delves into the significance of developing habits for effective behavior transformation.

The second video, "Three Myths of Behavior Change," challenges common misconceptions about changing behavior and emphasizes the importance of understanding true motivation behind actions.