I just finished a leadership training program where, among other things, the participants gave each other feedback. I asked if anyone had heard anything completely new.
No. Everyone had heard at least some of their feedback before. And that's usually how it goes.
We often know quite well what we need to change. I’m sure there’s something in your own life that you know you should do differently—something you want to improve or become really good at. And yet, it’s surprisingly easy to just keep going pretty much as usual.
Why? Well, one explanation could be friction.
I’ve been thinking a lot about that concept lately. In behavioral research, there are plenty of examples of how small obstacles affect what we actually do. An extra click, one more step, or something that requires a little more effort. It doesn’t have to be particularly complicated for it to get… put off until later.
We probably sometimes overestimate motivation and underestimate friction.
This is interesting for those of us who lead others. Because when we want to bring about change, we often put a lot of effort into getting people to want to change. We talk about the vision, explain why, educate, and inspire.
But what if what we sometimes call "resistance to change" is actually friction?
If the old system is still in place, the old meeting structure persists, and the old template is at the top—well, then there’s a lot of friction.
Which one should I choose on a stressful Tuesday?
In that case, perhaps a question just as important as “How can I get people to want to change?” is: Where is the friction? And can it be reduced?
Seek feedback from those you lead. At Global Leadership, feedback is always on the agenda. Every time. What did we do well? What can we improve?
A little tedious? Maybe. But it gets done. Every time. And that makes us better.
I think we can apply the same mindset to our own leadership. If you know you need to get better at following up, build it into the process. If you’re putting off a conversation, schedule the time. If you need to think more proactively and react less, set aside time for reflection in your calendar before someone else takes it.
Not exactly revolutionary ideas. But that's exactly the point.
The next time you, your team, or your organization fail to do what you already know you should be doing, take a moment to think before you try to boost motivation.
Where is the friction?
