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Naked Truth with Carmen & Olivia
Naked Truth with Carmen & Olivia

Episode 3 · 1 year ago

Epsiode 3: Change

ABOUT THIS EPISODE

On this week's episode of Naked Truth with Carmen and Olivia, they speak with special guest, John Stockdale, about managing change - both from an organisational and personal perspective.

Connect with us on social media on instagram @nakedtruthpod, on Twitter @nakedtruth_pod, and find our Facebook page Naked Truth with Carmen & Olivia.

Hello and welcome to the latest episodeof Our pobcass naked truth with Carman ant Olivia. I am Olivias Stambridge andmy day job is being a transfmational lifecoach. Today's topic is change.Change is an unavoidable part of our lives, both an inside and outside theworkplace. Sometimes we have controlled over it.Often we don't and we've all experienced good and bad change, but aswith many things, it's often the negative experiences that we rememberand stay with US forlonger and a big change. We've all been living with arecent times is locked down, but today we're acually going to be focusing onchange mainly from a workplace perspective, so ill handover to mycohost Carmendes Hicarmon e haguys. How are you am so yeah, I'm common DA andI'm Te Transformationof Lifecot as well, and today we chang o Ittll, be theformatv of their bisots seems Fitin, considering desubtent matter. We have aspecial guest today with us. Jon Stop Day until well, be joiing, O discustassing about change and telling is a litl be about this plarice of Trancswinin the workplace sojon this? Could you tell the oljes about yourself? Will youdo what is your interesting passional develement certainly can good morning.Thank you, Carmin. Thank you, O Liv a place to be with you this morning. Soas discuss my names, John Stockdale, I am a manager of I trade. I workparticularly in the planet field and, as he's expected to a lot withorganization of change, structural redevelopment and R technologydeployments. So, as you would expect, Ih've got a lot of experience of thisfrom both ends. It's a very interesting topic and quite cries to be here withyou state talk about it quite interested to get into theconversation and and share and hear some of your thoughts. Thank you so to kick us off CutouTalkus through a positive and a negative experience of change in theworkplace, or something you've experienced personally, yet certainly canththere's. Some greatexamples on both ends of the spectrum Um, and I just obviously will share theTom with you. Let let's get straight into the negative 'cause, sometimessometimes as much as its negative can also be. The the story wit a lite bitmore of a comedy element, but that doesn't always translay. Well,particularly when you deal I, with the audience, have so personal experienceof a negative change without giving any business names away, two thousand and sixty thousand andeight financial crisis ofsee businesses in shock and lots of structurrealignments going on part. That process obviously never pleasant toannounce, redumnancies or changes to work and practices to people, and I wasI was witnessed to one of these messages being delivered to a group ofsenior managers where the host welcomed them into the room. Obviously,the the group had an idea of what was about to happen, but they hadn't beengiven the fineof details yet, and his opening gambit to the audience ofonlookers was obviously you know why we're here, um. Obviously it's it's with grate, sorrowand regret. We need to announce. We need to make some changes which aregoing to evolve. Redundancies immediately punctuated with don't worry.I've still got a job which, as I'm sure you can imagine, did absolutely nothingfor the people in the room who was delivering a very difficult message too,who were potentially eager to find out whether they still had a job. At theend of fhree months time and I can appreciate, in those circumstances you' trying to make light- you trydeliver a difficult message and you maybe maybe nervous yourself anuncomfortable delivering that message,...

...but I think the keypoint was reallymissed there. The message that was being delivered wasn't for the host. Itwas for the people in the room and it was really ill advised and probably illconsidered approach to make a joke to people who optentially face and riskingtheir job, and I think any change is difficult. It needs to be handled withcare and sensitivity, and I think that really set them off on the backfootstraightaway. It was just not a good way to begin the process. It was quiteinteresting to watching mixed reactions from the room and a little bit of anervous laughter, but I think all of this needs to be handled withcare, and I think that was a really bad example of how to start difficultprocess badly, t'quite funny, because Um I mean I'vebeen in corporate for many many years, nearly eightn twenty years or more and-and I saw so many examples of that and I thim for the future leaders. Theyreally have to work on themselves to have really strong, caurate, trait anda thing compassion and empathy. Without these two skills I just can see,leaders suviving in the new future at is is no. The shoking party is not yourNewston. You hear so many samcles like that of really poor communication. Soyeah is, I hope the new leaders will learn to doa better job in that respect, so yeah. So the second question young for me isall about how the the company Keet us for the different emotional faces we coincident so for the was mad to Tel this a little b about what is the change?Carp is like he has like a VI shape, so we can explit the Chancanis asmimationbefore chance, anything that as being impose on us, and we talk from thenegative change, not the positive one. So we can split the trosition ofchancing three different charkspear chancs, the ending of what it wasbefore at the trasition periods and then the new beginnings and there'sseven emotional places. The human mhisical flow in different ATER, noeverybodis the same, but a sean so in the edases about letting him go what itwas before the four emotional faces the fist on is shot so norally enplays.They Wan go Li. Now. This is not happening to me. This canbe in Aleve tecrusts. The secondwile is denial. The tratofy inevidence that this is nothappening to me. The farewell is they started playingaround with the Septoms because they found evidence days happening and theyset a veryl slowly pri with t idea that well I have to set te stomehow and thenthe CARV touches the Portom Parto of the cab. They. If we call a deepression,it doesn't need to be huge, Wer, thereason humanlis. We feel very low,moved, very loy energy and we just struggle Willian to wake up and gel outof the bets. So this at the four emotional places of the Ledin, the OllWay, O working for sempling, the Covendo in the tradition period stillworking on their sceptems, the depression that they keep tothere. Youknow like a little be on perimenting and little ve, the new world. You knowwhat is tischanged to lecate and then t the new beginning. This motos they makea decision willing themselves is what it is. This is mynere reality I asset ahundred percents and I engage in it. So if we think about how the company cansupport the differnint place as a messor becauses well is no Linia, so Ican be one pessionastimationing listening to you, Lida, as youmentioned before, that goes from shop to arrive home and be totally depressed,and it could be all taras tha shock and...

...is well is what it is I accepted. Soneithergoty goes at the same time so and and it's not totally Linia becauseyou onl, you can go from shop to depression that go back to ASETNCECETERA. So it's absor, Thi supporter, I sol remid way. I quanwasan vecaterfor the differen spaces like Orsamon Eiter, the enting and letting the pastgo. It's all about Clarety. The communication has to be about claetyand meet the Inqrese, always where they are. So it's about Claetyn an nothing.So you need to be very careful. Ong. The wars you use US timation with yourleader in the trasition period, were still playing with a Septus and alittlbe low. Mou tand depression I's still there. That is really real important.You need to say you now get what guys we are here with you in the tranches,and we here to support your Wilizade, so wil we communicate, they can hear mesaid an they can think an. I was ther listening to our ocucates, so it's allabout entnately, motivating people. You know like the new chance is going to beAmazin, your potuliitys et Cetera, and when we go to the new beginning, wherepeople are, you know their accepted Onof tes and they tometoly engage witha new way. He saw all about capability and Anknowledge so giving people tokils ind all the knowledge. So my question to Youjon is about toperiencein that when you went through the covers and would work well and whatdidn't Work Welt in your spiret and hen you put in place excellent. Thank you. I think you touch on some very, verycrucial points that I think, as leads in organizations today, particularlygoing through a change need to be aware of. If highlights, are quite clearly there.Ther are some some key emotional pillars and stages that individuals gothrough and I think from my own personal experience of going throughchange, I'm managing it within larger organizations, its key for leaders toappreciate and understand that people within your team will go througheach of those individual stages, but are completely different times. And Ithink it's key as a leador managing that change to understand that, whilehalf of your tea might be excited ready to go, theyve got over the initial inartia and they're. Looking forward to what's coming. Half of the team mightstill be in that acceptance stage, where they're still trying to protestthat information and they're trying to take it in, and that requires a veryconsidered in sightful approach from leaders to understand that noteverybody is going to experience that change the same and they're not goingto experience it exactly at the same time, and you need to be very close andtuned into your people and listening to what they're saying to pick upon those ces, verbal orotherwise, that they may not be as positive or as enthusiasticais engagedas they may outwardly appear to be, and that could be fear of. I don't want tosay anything. It may jeopardize my position longer term. It may be for some people theyll justaccept it. They'll be completely on board and they'll rum with the planfrom day. One and other people will need that time, an opportunity to goaway exactly as you've alluded to and allow that information to sink in toprocess it for them to really consider what tha change means to them, whiletheir place in the changes and for them sometimes to accept tha. This issomething they have an opportunity to to be a part of. Rather it be somethingthat is done to them. Some people naturally avoid change itshuman nature. We, like consistency and anything that rocks the Apple carchallenges the state as Cuon Forus. So I think in the very early stages,deliver the message be clear and then...

...give people an opportunity to go awayand think about it. Don't put them on the spot and expect Tham to come upwith questions, and you know not necessarily challenges,but that donexpect them to to have everything they want to know to handswhen you've. Just given them a message, they have no idea, it was coming, allowthem to go away, allow them to c t to think about it, take the informationand a process it and then having had the opportunities to do that,there needs to be a safe environment, safe forem, for them to come back anddiscuss that some peoplewuld be comfortable. Doing that in a groupsituation would be happy to stand up straight away, and so I wante to noetiser other individuals within the team will want that opportunity tospeak to you and sound you out, and maybe just a priver opportunity to fillin some of the blanks before they really form their opinion. Everybody'sgot different filters, different experiences and that will callertherefore process and their journey throughout this change, and it'simportant to realize it just because some of these enthusiastic at thebeginning doesn't mean that they won't in two weeks time have reflected on itand think this isn't happening oovernight and, astime drags on and as we know, sometimes things get delayed time scales change.It can feel like they have this thing hanging over them, but they can't seethe the results or they can't physically see any tangible evidence ofthe change, and it can start to feel a bit disconcert and Faldeng because th,if they're, not getting the right information, so ones have had theoptortunto o come back and discuss it's important then to have that regularcheckpoint in place where you're actively avoiding rumors and conjecturespringing up, because in the absence of facts, people fill in the blanksthemselves put to and two together and make fine, and that can be a bigdetractor from what was originally a positive person at the outset. Suddenlygo in. I haven't heard anything for three weeks. Something must be wrongand they lip back into that negative distructive stirring up the community Andin in abad way, which is obviously gonna Gon to Underman. You Change, so let themthink let them take it away, give them the opportunit to come back and discussand then make sure you've got those regular checkpoints of forums in placefor them to come back. If they say you know what thought something of theweekend I haven't considered, but you also need to make sure you're pushingthe right information out toe and if you commit to an update or you committo sharesome stats or demonstrate the benefits or the system or whatever itis your doing make sure you keep your promises 'cause any evidence to thatindividual who's. Having a bit of a wobble that you're not doing the thingyou said you were going to do was going to undemine their fougt process througheverything else and what you need to do and what we want them to focus on isthe long term benefit the long time go and th the positors thate con come outthat and we don't want anything in the background that is potentially going todetracp from that sway, their opinion. So you need to keep promises, be clearabout what you do and follow through give them that safeenvironment to come back and talk to you about, and just really except the fact that you might have tenpeople all K, completely different stages and make sure you keep thoseguys to keep those guys on board. You, you you're, taking every opportunity. Youcan but appreciate n that this is an individual experience for each of themand you need to treat each othem as an individual. There is no blanketapproach and, let's just do it and we're going to go for me to be it just.Doesn't work like at TAT a a important point you mentionwith the Romor, so I remember many times in my company, my goodness, theroom as were like ten diffeent, thints...

...and het, creates so much distress andanciety, because you don't know which one to believe. But you know somethingis coming so for sure you knew a change will come of which one to believe- andI hu you know. Sometimes he was for a month and they said ther very long timefor an inplay to go with the normal job and the dead lines and distress plusHal the estra layer. Saying, Oh, my God, you know. Is he going to be this one?That one is a really good, Pointon Modica, Co, yeah? I think it was really. It was avery thorou answer that it was really interesting, itssome, very kind, ainteresting topic, how organizations should be dealing with change, and Ijust want s so say: I've noticed that we've forgot to kind of answer thepositive question, but I think it's good to stay on the trap they'r run atthe moment and then we'll come back to the positive side sort of at the end.So what you've just been talking about?One thing that came up for me was that idea: OFM. You don't always know how people arefeeling they might not be comfortable expressing that to others, and thatoften will people will tow the party line because they're trying to keeptheir job safe and not actually tell people. You know they're real fothoughts or feelings, and so we've covered kind of what whatan organization can do to support people through change. But what wouldyou say is something that employees can do for themselves what's on theemployees to kind of manage and sells through change period? It's an interesting point actually,because there is responsibility on both sides for this. I think as an individual going throughany change and it could be moving house get married, Gettingto the Horse,Changin jobs. I think it's an individual for you to be present. BeepDuctiv be the best version of yourself. You can be. You need a lite bitselfawareness and I think there is a responsibility on you that if you arenoticing that your habits changing or your mood is being affected, or youfind that you are struggling to get to sleep and things that you'll not maybeopen publicly about you know. This is worrying me if you are starting tonotice those things r having an effect on you. I think it'simportant to address that up front and ofviously see help and advice andObiouy in a good organization where we're talking about positive change.You'll have those forms in place. You'll have those external agenciesthat you can contact privately to so I just want to talk through. You know,Ilticulate my forts and get it straight in my head before I go to my managerwith it, and I think it's important is an individual if you feel a physicalchange or an impact to yourself that you you make the most of those thoseresources that you have available and if you haven't got them, go and speakto somebody who might be able to point you in the right direction. I think it's your you're looking afteryourself and keeping your own cupof fault is very important, particularlyif youre the leader is going through this ecause. You could be at MiddleManagement level where you've got this team of twenty to fifty people belowyou who are all stressed, worried about your jobs. Youe got pressure from abovefrom the ofsee from your Directora in your Exco Team, whos sang we to deliverthis by x day and you've got this pall in both directions where you'reresponsible for delivering this for the business, but you're also responsiblefor the well Bil being of these people who don't have access to theInformation d and The you know the level of feebackoe conversation thatyou do so it's important to look after your own health and Wellbeng. If youstart to notice change it s, really, you need to take thatopportunity. Even if that opportunity is put in your hand up and saying I'mnot OK, 'cause the sooner you recognize Youare, not okay, the soon you can dosomething about it and the more benefit you can deliver to those people thatyou're support and and both iends o...

...expect, that of the spectrum, thebusiness objectives and the commercial reqlirement, but also the team belowyou who ere looking to you for support. As far as that team are concerned,you're the going to person, so you need to be firing, an roll four cylindersand if you know, you're slipping before it gets to the point where it slips andimpact someone else. Take those steps. Take those opportunities. Have thatlittle bit of self reflection and go. Do I need to make a change here? 'cause.This potentianaly is going to negatively impact, not just me, but thepeople that are looking to me for help and support throughout this process:silyoe La Pody, ou or ellae orison esenty in a way and to be onest. Myexperience in corporase with one of the issues always hat is its very good. Ifyou do profersional developments with because you are prepared for this, butmany times that middle management they DAS suspectit, to have this pill dealwith, I PESTEU JOP and e cetren. That would be very difficult, so I think asmuch as we can be responsible for our own Um, you know wellbing. I think there isrespossibility from the the corporate to Ma sure that we train the MiddleManagement You ow because many times we just left them there and they have todeal with it, but these people they don't they don't have the skills todeal with well being and many times ein their on Imitin, the employees, WelBing. So E, it's a really good point by tee. My point is more like yet takeasson responsibility, but the company need to train the middle management tobe able to build that job and cater for Theinplasen it no Suda, because YoureMannatar, you can do so yeh. I think thou ash for help when you think youknew that yeah in that thing, as Wel he has the CARCON master chance itAsaprobby incomperitives to the conqet cunture theyare been fodol. You castyouyou vullnrble, because you do not seem like a strength, ses a whole work to doin corporate, where you know every time as Sisor Borte, showing their wickestpoints and look at them like a Tou, strong person, because it's sodifficult to do it's so difficult to show yourself yet the topnlydoes in mycompany they were Likei, don't know. Perhaps the special is not a leadertype, so 's a huge gentman in Owdays, tat, Fexton, so Oliveng. I have someadvice on our ond for coping with change and Wa Sociy Oo in the workplace. So Oliviawill you Mae to star yeah before we before we get to that?Can I just do you have a good example of I'm sureyou do have a good example, but I know it s someos difficult to think of goodexamples of change anse in the workplace, but where it's been doneparticularly well and then we'll go into our kind of our toptips for copingWul change. Yep certainly do obviously not allchanges, but once you're over that initial, that initial, an Osha, I think,covd nineteen is very, very topical. I've seen some. Obviously, you onlyhave to look at things like you to in Te Gram etcera where people areaccepting the fact that this is a longer term problem and you can seepeople online and Joe wix is a name that comes up quite often even down toGreg Wallistoin his own Fitcam. Recently, you know, there's somebrilliant examples out there in the media of people, doing positive thingsand making use to the opportunity, learning ou skill, revests, an OLhobbies, which is great, I think, in the workplace. If I was to give youknow, Co Vit as an example, I've seen some great, very, very customer and nemployee focused approaches. I've seen some bad ones wbut. We touched on thatand we weren't well on it, but particularly within covet. I think I'veseen some grey examples of New Zealand is perfect one. If you look at NewZealand's Prime Minister Cryit, two any destk being recorded in New Zealand...

...came out to the country. She was very,very clear about the message she explained the challenge, but she didn'ttry and hide or or sugar coat anything she. She was very accepting and verynot vulnerable, but very honest with her people s. This is going to be tough,but we need to do it. We are seeing deaths across the globe as a result ofcovid nineteen. We have seen some very strict measures being put in place, butwe want to react quicker before we recalled any oout this. Why? Iunderstand that this isn't going to be easy. We need to do this now and Ithink if you were to go back- and you were to look at the the death rates andcardicases overall, they are see in a quicker exit from locked out with lessimpact, a significant impact and we're talking about people who are occupyinghospital. Teth, AO, Ofcpin hospital beds, equipment, Puton pressure ontheir health service, OOK to the point of dying andwe. They are seeing lower infectionrates, lower impact of their infrastructure health services and theyare seeing a quicker exit in return to what we would consider the new normfaster than countries where theyh've perhaps beenslower to react. The information has flowed less freely and the policy haschanged or being inconsistent and I thin of I'm calling out new Zealands asa example- and I know we're talking about- U we're talking, particularlyabout corporateand organizations and how they deliver change, but to takeaway from that message and how it delivered for me was very much be clearabout your message. Don't hide things be honest with peoplethey'll appreciate it. If you don't know tell them, you don't know, butexplain what you want to do, have an objective and then stick to what you'redoing and keep people up today, and I think that was the example towndraweandfrom how New Zealand, as as an individual nation country, sorry delt with the process, and I think thatthat filters fruit to all change, tell people what you want to do be clearabout it. Give them an opportune to discuss and share ideas, be open andhonest, stick to the plan, but don't be afraidto make changes. If that plan isn't going in the direction you want but beseen to take action, and do that as a group rather thanhere's a piece of information, weare telling you to do this and then twoweeks later it changes. And then you come back and go his a new piece ofinformation and your population is left going wer. We don't know what tobelieve now be clear. BECON size, stick to your plan, be open and honest andfollow through ADI think. That was a great example and I think they'rebearing the fruit and the the reward for the approach that they've takenupfromt before it got to a real crises situation where it was effecting theircountry and Muro inhabitants yeah. I think New Zealand's a great um exampleof that, and it it really. Although we are ki talking about positiveexperience here, it does make you consider how different it's been for usin in Weresay the UK, but specifically in England that it has been very mixedmessages. It has been quite unclear. We get very a very odd way of esinglockdown, where e allowed to do some things and no others that don't seemparticularly to make sense, and the result of that seems to be that youknow how many thousands of people turned up at Borma Beatz over the lastcouple of days and were not social, distancing and twey're not wearing mask,and I think we can all expect our our number to go back up, whereas NewZealand basically eradicated their cobed just from having a verytransparent lockdown, which then I'm sure empowered people to just followthe rules, because it was very clear about what we're doing and why we'redoing it and what the Ouk, what the goal is of doing this, and that's agreat example. Thank you. So much for your answering our questions. Well, nowmove on to our kind of advice of how to...

...be now more empowered to deal withchange yourself, and the first thing that springs to mind, for me is to bemore successful at dealing with change. Is that you'd need to just accept it? Don't kind of fix out on thelimitations? F of spacific change, because then you end up just worryingand despairing or being angry, but if you instead choose to accept the factchange happens and that you are free to decide what' to do next, it just makesthings a bit easier, so you can accept the past and still fight for the future.We are never free from change, but we are always free to decide how werespond to it. So I don't always think of change as anegative and it's very you k. The E is great change out there, but I havepersonlly been in experiences that felt very bad at the time, and I look thatnow I d think I'm so glad things change and I'm not still in that situation,and it was only because of change that I am where I am now so coma. What yourkind of first hip doweget any link to my point, is Um ever human means we have these habit oflabeling events, so something is good or something is bad and for me,labeling, is that pullerstop and you could be thinking well, if you laborsomething good, surely Spos, because she gives you good emotions, theprobimes, we cane tomames. We can separate, let only labol the good onesand forget about Nolebel and T, but the bad ones, and, as you mentioned manytimes in my live, that I label something Bat wrom with laberly thatyou already starte crat in the negative istory. In I mind you know a UNISAL job.That point is not painful. If I'm sitting down with you, my manager,inderstand me, you lost your job. Nothing happened in my life as you havemoney N, my bat account yet the motions, the storis Ston running out how Goin topay for my kid to school, I'm going to pay for my morgage, etcetera, Iam,going to you get a new job. So I help to not to label and just to say I lostmy job and its very, very difficult and e said a a daily Ward, but first ofvalwe have to set the reality without the story and then forus on the feas we cancontrol si can console cobice JOMP. To give me my job back like what I canconsole is to folk or ometill. I leave in finding a new job for things likethat, so taking action in Basican focus and trying now to create the story byLaberland just mention what it is many times liht if you think about thereis arainy day and there's a rainbow youys feel so present in the moment when yougo to the window and you look at the raiybow in the sky, IC is peace. Inever had any othe saying every time I look at Dranbos I get stress because itwas that is because you're not trying to say oh, it should be differentcalous that too too bright. These colors, the railbow should be Mor.Toword left of the right of the KY is perfect. What it is and use you to saythis is a rainbow so from that perspective face he helpd us not tocreate stories. If we just say okay, I lost my Tel now le Mo us. Additesi mecause the story is or Jon doesn't think I'm good, I'm not claver enough. So youstart treating yourself badly on top ocecause in the majority faces we jerkto ourselves. So yet try to stop labeling thiegs as Bads, because manytimes the one of the best INS assumational lever. I didn't get apromotion, my sicer for a year and then, a year later I got a job that was verysuited for me and I had points an realize. Oh my God think Ghot. I didn'tGe the promotion because I had to travel all the time and I hade toTrabel. Yet I been wistenful and angly. We bespeakof for a dear he matt hed otthe elergy into getting new skels, and you know, but we put the energy in thestory and we allow the motions to rind your live, so squanporson tri to stoplabelintanc as but just is what it is.

Yeah and there's there's a lot of themfear behind, like not being able to coat e chaine very well. So anotherthing you can do is really focus on your values instead of what you arefearing. But if you remind yourself of what's important to you, it can createa buffer against whatever troubles are there and reflecting on a personalvalue, can help you rise above that perceived threat, andyou realize that your personal identity can't be compromised by one challengingsituation that you're going through. No, even if you lose your job, that doesn'tchange who you are inside and what's really important to you and that'ssomething I struggled with initially when I left the police, even though Ididn't want to be in the police anymore, it was like who am I 'cause. It was thefirst thing I told him on was hi, I'm living around the police officer.That's all I identified MIT and since then I've realized that didn't Identifime t tall. That was just an occupation, so if you can really know your valuesand and what they mean to you and the kind of life you want to lead, it alsoreally helps you make the next decision and when it comes to the Change Ow,what are you going to do? Do you accept it or do you except it's happening andthat your life's going to change? And you don't want that particular changeyou're, going to pick something else instead and you're going to move on.You know you don't have to stay in organization. It's making a bigorganizational change. You are free to apply for other jobs and get somethingelse. Did you want to comment? Om Yea? I think that's a really good point andI think it's one that people not people, often miss your house, your car, yourjob in your stats. There are all things that can be taken away from you,they're, not the things that make you who you are, and I think that's a veryvegal point thing: that' won the people oft and those site of, particularlywhen they're in that shockstage. All those things can be taken away from you,but I think it's really really important to keep focust exactly.You've just hit the Mail on the head there on your values and why you'redoing something, those those skills, those values, your education, yourknowledge of the things that can't be taken away from you andne the importantthings that made you you. You do not change, because you suddenly don't havethat title anymore, Yeah E, excellent pointn. For me. To behonest, I spend so many years. 'cause, I'm a workaholic Welli was the hair ofe theparments, nothing else muttered to me, and you spent noworse than housdoing that and you identify yourself as a person as that job. And then, whenyou lose the job, you culd be a huge Sipaston life. This is really goodpoint and the last tool we're going to give you guys is about how to deal withwit, fears. So thea is a dailing compinion for everybody ready. Even ifyou tin, you look at your colleague, so you Voa said I you think that theydon't have fears. We all do some of us. We can hide them more than others,thers Apo Abo, a motal. You can use jus to tackle that. One of the first thing is to be aware: Youyourourfears so write the list of your fears, Um in a piece of paper and thenas youself. What can ti do this? My control to reduce the Lighelihood ofThisvia happ Le Bensample, if Heis with T E covet? What can I do if I'm scaredof ther Gettin the covet? What can they do to reduce a likelihood of thishappening to me? Well, I follow what the government is: stelling US SocialDistances isstaring at HOM myssetral. The second point is the second oneaquestion Meis. What can I do to iduce the impact of this fear? This? We havebecome my reality. Well, its anynuw system, Milles, ISCOPI Nyteam, so Ileeto be sure whethe ne in myyeis Hais...

...from some Gon. I well O, see. Well, Itepesiniesize, because all this neaceae and the my control, the TIRT Westerny,is one of the benefits of taking action towards this Faris that the fearbecomes a small Lens Mare and smaller, because he might is toly focus on theactions you can do and you just act. You stop thinking. You Take Yourshelffrom your mind to acting and the fourth question is about what is the cost ofenation. So what happens in your life? If you don't do anything about to withthes fears, the feel will become bigger and bigger anyone cusol Yo life, sofour questions that are really important is a very simple model thatyou can go through. Any Sabar were DU te Liht. We could reduce impacts,actions under my control and the cost of no arting. So there is this Mak Um Olivia Jon before we can ve go on to endings an Goin, be wrapping up Seng ifthere anything else about change that you like to kind of talk about or anykind of points that youll at Ol. I haven't raised that yet no, I think, we've we've we've coveredthe key topics and I think, particularly, if you're managing thechanges we alluded to before. It is to be aware that the people around youwere going to experience that differently at at different times, andif you can keep that in your thoughts and manage your process to help supportthem. Youll have a much eover transition, not just for you, but alsofor the people around you and, and just just just keep in mindthat it can sometimes be a long process, but Chang is inevitable and we have togo for a it. Tond move forward and often the result is, is going to getyou somewhere. You need to be it's just excepting that it is going to be scary.At the beginning there will be anertia. There will be challenges that youdidn't expect things that come up that you couldn't have planned for andexcept that, that's all part the PROCESSANCE AL part of your growth inyour journey and your learning. If you never do anything different you're,never going to echieve anything different. So, just just keep that inmind: Don't let it stop you doing something that might get you somewherewonderful in the future, just because it looks difficult from the outset andyou haven't quite got all the answers, yet don't try and fix the problem allat once, break it down into small chunk small steps and work threough Tham oneat a time keep your people close to you', be honest, F Fr and be clearabout what you want to achieve and why you doing it, and if you have that Goenvision in mind- and you understand why you're doing it, it makes physicallydoing it a lot easier. They helpd manage that stress, anings, arty,foratheprocess rilliant! Thank you, John, and you justm. You said something now I just wrote down, you said change, we'll get yousomewhere. You need to be, and I really like that kind of mindset. It's themindset of change, happens for you and not to you. You can embrace it and kindof make of it. What what you want- and I know that's really difficultsometimes, and if you are struggling with change, you know you can speak topeople like life. Coaches like Carman myself as well as you know, they woul,we gibbling a workplace. You can always reach out to no doubt, but I understandthat sometimes people like to go to people externally, but you know just dosome recearch there's always someone out there who can whether it's justlisten to you Hav you get some clarity or whether you need some kind ofmentoring advice. There's always be blatler that you can speak to to helpyou with this. So very special. Thank you to our first guest John Stockdalefor making the time to be with us today and sharing all his insight into change.So where can people find you if they want to connect and find out more well?First of all, thank you for Havin Me Itst, be my pleasure. My detailesshould be able to find me on Li too D, be ther Unte Johnstop, though, ifyou've got en a question in the...

...strucoivia or calman, an email, lakakebeing a pleasure. Thank you forover me. I hope you all have a good, dim EOthank you and you can connect with Carmon and I on Instagram at nakedtruth, pod and twitter. A naked truth, underschool potcase, unfortunately,that other handle is still taken. Our faceboot page is naked truth, otcast,weres, Carmon, Auntalivia, and, if you'd like to collaborate or share yourstory, be a guest or get in contact with any of us. Our email address isnaked. Truth, part at gmal com. So tell your friends about to spread the wordstay on EST, stay you and stay naked goodbye, good, bye,.

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