In 2022 at a Leadership PD course, I read this poem; Autobiography in 5 Short Chapters – Portia Nelson, which resonated strongly with me. The poem cleverly illustrates a fundamental truth about change; in that if people’s mindsets are not aligned with a system or process change, then most people will inevitably drift back to their familiar, old ways of working.
From coming across this poem, I have been researching the ‘Why?’ and from my research and observations, I have discovered it comes down to: –
it is easy to change a system or process but changing people’s mindset is where the real challenge lies.
This poem captures the emotional truth behind change, and to often we expect that new systems or processes will magically shift behaviour. My experience has shown that without first addressing our underlying mindset, we’ll likely find ourselves back in the same predicament.
Why do system and process changes fail without mindset change?
o People Aren’t Emotionally Ready.
When people don’t understand why the change is happening or feel left out of the process, then they probably will resist the change. As the poem states they keep falling into the same hole, not because they want to, but because the path is familiar. (Chapter 1 & 2)
o Old Habits Die Hard.
Even when the change is visible, the prevailing mindset will keep people stuck. Without support and safe space to try, fail and learn, then people will usually default to what they know. (Chapter 3)
o Fixed Mindsets Blocks Grow.
Carol Dweck’s theory argues people holding a growth mindset believe their abilities can change with practice, while people with a fixed mindset believe that their abilities can’t be changed. When employees fear that they may look inadequate or lack required skills, there is a higher chance they will resist new systems being introduced.
o People Don’t Feel Ownership
If you just impose a change without making people feel they are part of the change then don’t expect them to embrace the change. As the poem progresses it shows that the narrator starts to make conscious choices. It emphasises that shifts do not happen with mandates but instead with engagement.
o Culture Resists What Mindsets Don’t Support.
Change has a more significant chance of success when the culture supports learning, adaptability and growth. This highlights that you can’t force people to embrace change if the culture is saying the old one is safer even if it is causing major challenges for the organisation. (Chapter 5)
What does this mean for leaders driving change?
- Start with mindset not systems and processes.
- Share the “Why” before the “How”.
- Involve people in shaping the journey.
- Recognise the emotional realities i.e. change is loss as well as gain.
- Celebrate not just behaviour change, but the mindset shifts behind them.
If we want lasting transformation, then we must guide people gently but clearly as stated in the poem from Chapter 1 to Chapter 5.
Real change does not come from switching systems or changing processes, it comes when people decide to embrace the change i.e. walk down a different street.
Leading change, particularly in finance and operations, presents unique challenges. If you’re seeking support or a fresh perspective, please feel free to connect with us at info@cliobanconsultancy.com.au
