Sounder SIGN UP FOR FREE
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 podcast, naked truth with Carmen and Olivia. I'm Olivia Standbridge,and my day job is being a transformational life coach. Today's topic is change. Change is an unavoidable part of our lives, both an inside and outsidethe workplace. Sometimes we have control over it, often we don't, andwe've all experienced good and bad change, but, as with many things,it's often the negative experiences that we remember and stay with us for longer.And a big change we've all been living with in recent times is lockdown.But today we're actually going to be focusing on change, mainly from a workplaceperspective. So I'll hand over to my cohost, Carmen Darz hi. CarmenA, Hi, guys, how I am? So yeah, I'm crimeand Darth and I'm going to transformation of life coite as well, and todaywe change a little be the format of the episode. It is seems fittingconsidering the subject matter. We have a special best today with us. JohnStop Day and Joel will be joining our cashion about change and telling us alittle bit about this fearence of change win in the workplace. So, Yoah, please would you tell the audience about yourself, where you do? Whatis your interesting personal development? Certainly can go morning. Thank you, Carmen. Thank you, Olivia. Place to be with you this morning. Soas discuss, my name is John Stock Down. I am a manager bytrade. I work particularly in the plan in field and, as she's expected, there a lot with organizational change, structural redevelopment and technology deployment. So, as you would expect, I've got a lot of experience of this fromboth ends. It's a very interesting topic and quite excited to be here withyou to day talk about it. I'm quite interested to get into the conversationand and sharing here some of your thoughts. Thank you. So, to kickus off, could you talk us through a positive and a negative experienceof change in the workplace? So something you've experienced personally yet certainly can't.There's some great examples on both ends of the spectrum and I'll just obviously we'llshare the two if you let's get straight into the negative, because this sometimes, sometimes as much as it's negative, can also be the the story witha little bit more of a comedy element. But that doesn't always translate well,particularly when you deal with the audience. So personal experience of a negative change, without giving any business names away. Two Thousand and sixty thousand and eightfinancial crisis. Obviously businesses in shock and lots of structural realignments going onpart of that process. Obviously never pleasant to announce redundancies or changes to workin acts is to people, and I was I was witnessed to one ofthese messages being delivered to a group of senior managers, where the host welcomethem into the room. Obviously the group had an idea of what was aboutto happen, but they hadn't been given the final details yet, and hisopening gambit to the audience of onlookers was obviously, you know why we're here. Obviously it's with great sorrow and regret we need to announce we need tomake some changes which are going to involve redundancies, immediately punctuated with don't worry, I've still got a job, which, as I'm sure you can imagine,did absolutely nothing for the people in the room who was delivering a verydifficult message to who were potentially eager to find out whether they still had ajob at the end of three months time. And I can appreciate in those circumstancesyou trying to make light, you try and deliver a difficult message andyou maybe maybe nervous yourself and uncomfortable delivering...

...that message. But I think thekey point was really missed there. The message that was being delivered wasn't forthe host it was for the people in the room and it was a reallyill advised and probably ill considered approach to make a joke to people who potentiallyfacing risking their job. And I think think any change is difficult. Itneeds to be handled with care and sensitivity and I think that really set themoff on the back foot straight away. It was just not a good wayto begin the process. It was quite interesting to watch and mixed reactions fromthe room and a little bit of nervous laughter, but I think all ofthis needs to be handled with care and I think that was a really badexample of how to start a difficult process badly. It's quite funny because Imean I've be in corporate for many, many years, nearly eighteen, twentyyears or more, and I saw so many examples of that and I thinkfor the F future lead us, they really have to work on themselves tohave really strong character traits and, I think, compassion and empathy. Withoutthese two skills I just can't see leaders surviving in the new future. Andit is not the shocking party is on your new stomp. You hear somany examples like that of really poor communication. So yeah, it's I hope thenew leaders will learn to do a better job in that respect. Soyeah, so the second question, Joan, for me is all about how thethe company, caters for the different emotional faces we going through. Sofor the ONS play to be all this, a little bit about what is thechange? Car is like. He has like a V shape. Sowe can split the change and it is, as we mentioned before, chances,anything that's been imposed on us, and we talked from the negative changeand not the positive one. So we can split the transition of change inthree different chance, Spirit, chance, the ending of what it was beforethe transition periods and then the new beginnings. And there are seven emotional faces.The human means we go through in different order and know everybody is thesame, but there's seven. So in the endings it is about letting goof what it was before. The FO emotional faces. The first one isshocked. So normally employees they will go like now, this is not happeningto me. This can be, you know, like the crisis. Thesecond one is denial. The try to find evidence that this is not happeningto me. The third one is they started playing around with acceptance because theyfound evidence to day is happening and they started very little, slowly, finewith the idea that well, I have to set this some how. Andthen the curve touches the bottom part of the curve days is that we callit depression. It doesn't need to be huge, but the embrace and humanbeings, we feel very low mood, very low energy and we just strugglingwilling to wake up and get out of the bed. So this are thefour emotional faces of the letting. The whole way of working for something,the coming goal in the transition periods is still working on the acceptance, thedepression, but they tiptoe there, you know, like a little be onexperimenting and Little Bill The new world. You know, what is this changeto gonna give me? And then in the new beginning is more towards theymake a decision within themselves. Is What it is. This is my newreality. I accept hundred percent and I engage on it. So if wethink about how the company can support the different employees as a mention, becauseas well, is not linear. So I can be one personal as dimensionin listening to you leader, as you mentioned before, that goes from shockto arrive home and be totally depressed. And it could be all the employeesthat are shock and it's well, is...

...what it is. I accepted.So now everybody goes at the same time. So and and it's not totally linear, because you will. You can go from shop to depression, thatgo back to acceptance, etc. So it's also the supporter I saw throughmy career is quite important. We cater for the different spaces like, forexample, in the ending and letting the past go. It's all about clarity. The communication has to be about clarity and meet the employs always where theyare. So it's about clarity and empathy. So you need to be very carefulon the words you use as dimension with your leader in the transition periodwhere still playing with the septance and a little bit low more to and depression. It is still there that this really, really important. You need to say, you know, get what guys, we are here with you in thetrenches and we're here to support you. Will listeners. So when we communicate, they can hear me say and they can think. You know what'svery listening to our presences. So it's all about empathy and motivating people,you know, like the new change is going to be amazing. You opportunities, etc. And when we go to the new beginning, where people are, you know, they're accepted what it is and they've totally engage with anew way it so all about capability and knowledge. So giving people the skillsand all the knowledge. So my question to you, John, it's aboutyou experiencing that when you went through the coverts and would work well and whatdidn't work well in your sperience and when you put in place. Excellent thankyou. I think you touch on some very, very crucial points that Ithink as leaders and organizations today, particularly going through a change, need tobe aware of. Your highlights are quite clearly there that are some some keyemotional pillars and stages that individuals go through and I think from my own personalexperience of going through change and managing it within larger organizations, it's key forleaders to appreciate and understand that people within your team will go through each ofthose individual stages but are completely different times and I think it's key as aleader managing that change to understand that while half of your team might be excited, ready to go, they've got over the initial and inertia and they're lookingforward to what's coming, half of the team might still be in that acceptancestage where they're still trying to process that information and the trying to take itin, and that requires a very considered, insightful approach from leaders to understand thatnot everybody is going to experience that change the same and they're not goingto experience it exactly the same time, and you need to be very closeand tuned into your people and listening to what they're saying to pick up onthose cues, verbal or otherwise, that they may not be as positive oras enthusiastic or as engaged as they may outwardly appear to be, and thatcould be fear of I don't want to say anything it may jeopardize my positionlonger term. It may be for some people they're just accept it, they'llbe completely on board and they'll run with the plan from day one and otherpeople will need that time and opportunity to go away, exactly as you've alludedto, and allow that information to sink into process it, for them toreally consider what that change means to them, what their place in the changes,and for them sometimes to accept that this is something they have an opportunityto be a part of rather than it be something that is done to them. Some people naturally avoid change. It's human nature. We like consistency andthen if in the rocks the Apple car challenges the status quote for us asso I think in the very early stages, deliver the message, be clear andthen give people an opportunity to go...

...away and think about it. Don'tput them on the spot and expect them to come up with questions and,you know, not necessarily challenges, but that don't expect them to have everythingthey want to know two hands when you've just given them a message. Theyhad no idea it was coming. Allow them to go away, allow themto to think about it, take the information in a process it and then, having had the opportunities to do that, they needs to be safe environment,safe forum for them to come back and discuss that. Some people becomfortable doing that in a group situation will be happy to stand up straight away, and so I want to know xyzer, other individuals within the team will wantthat opportunity to speak to you and sound you out and maybe just aprivate opportunity to fill in some of the blanks before they really form their opinion. Everybody's got different filters, different experiences, and that will color the thought processand their journey throughout this change, and it's important to realize it.Just because some of these enthusiastic at the beginning doesn't mean that they won't,in two weeks time, have reflected on it and think this isn't happening overnightand as time drags on and as we know, sometimes things get delay,time scales change, it can feel like they have this thing hanging over thembut they can't see the results or they can't physically see any tangible evidence ofthe change, and it can start to feel a bit disconcert and for thembecause they if they're not getting the right information. So, as I hadthe opportunity to come back and discuss, it's important, then to have thatregular checkpoint in place where you're actively avoiding rumors and conjecture springing up because inthe absence of facts, people fill in the blanks themselves, put two andtwo together and make five, and that can be a big detractor from whatwas originally a positive person at the outset. Suddenly going I haven't heard anything forthree weeks, something must be wrong and they say, slip back intothat negative, disruptive stirring up the community and in a bad way, whichis obviously going to going to undermine you change. So let them think,let them take it away, give them the opportunity to come back and discussand then make sure you've got those regular checkpoints or forums in place for themto come back if they say, you know what, I thought something atthe weekend I haven't considered, but you're us. Need to make sure you'repushing the right information out to them and if you commit to an update oryou commit to share some stats or demonstrate the benefits or the system or whateverit is you're doing, make sure you keep your promises, because any evidenceto that individual who's having a bit of a wobble that you're not doing thething you said you were going to do is going to undermine their thought processthrough everything else and what you need to do and what we want them tofocus on is the long term benefit, the long term goal and the theposts that going to come out of that and we don't want anything in thebackground that is potentially going to detract from that or sway their opinions. Soyou need to keep your promises, be clear about what you're doing and followthrough, give them that safe environment to come back in and talk to youabout and just really accept the fact that you might have ten people all thecompletely different stages and make sure you keep those guys to keep those guys onboard. You you you're taking every opportunity you can, but appreciating that thisis an individual experience for each of them and you need to treat each ofthem as an individual. There is no blanket approach and let's just do itand we're going to go from A to be. It just doesn't work likethat. It's a important point you mention with the rumors. So I remembermany times in my company, my goodness, the almost were like ten different things. Any creates so much is pressing...

...a sciety because you don't know whichone to believe, but you know something is coming. So for sure youknew a change will come, but which one to believe? And I youyou know. Sometimes it was for a month and they said very long timefor an employee to go with the normal job and their lines and distress.Let's have that Astralia saying, oh my gods, you know is you're goingto be these one though, one. It's a really good one, John, really good point. Yeah, I think I was a really it wasa very thorough answer. That was really interesting. So very kind of interestingtopic how organization should be dealing with change. I just wanted to sort of sayI've noticed that we've forgot to kind of answer the positive question, butI think it's good to stay on the track they're on at the moment andthen we'll come back to the positive side sort of at the end. Sowhat you've just been talking about. One thing that came up for me wasthat idea of you don't always know how people are feeling. They might notbe comfortable expressing that to others and that often will people will tow the partyline because they're trying to keep their job safe and not actually tell people,you know, they're real thoughts or feelings. So we've covered kind of what whatan organization can do to support people through change, but what would yousay is something that employees can do for themselves? What's on the employees tokind of manage themselves through change period? It's an interesting point actually, becausethere is responsibility on both sides for this. I think as an individual going throughany change, and it could be moving house, get married, gettingdivorce, changing jobs, I think is an individual for you to be present, be productive, be the best version of yourself you can be. Youneed a little bit of self awareness and I think there is a responsibility onyou that. If you are noticing that your habits changing or your mood isbeing affected, or you find that you are struggling to get to sleep andthings that you're not maybe open publicly about, you know this is worrying me.If you are starting to notice those things are having an effect on you, I think it's important to address that up front and obviously seek help andadvice and obviously in a good organization where we're talking about positive change, you'llhave those forums in place, you'll have those external agencies that you can contactprivately. So I just want to talk through, you know, articulate mythoughts and get it straight in my head before I go to my manager withit. And I think it's important as an individual, if you feel aphysical change or an impact to yourself, that you you make the most ofthose those resources that you have available and if you haven't got them, goingspeak to somebody who might be able to point you in the right direction.I think it's your your looking after yourself and keeping your own cup full isvery important, particularly if you're the leader is going through this, because youcould be at a middle management level where you've got this team of twenty tofifty people below you who are all stressed worried about your jobs. You've gotpressure from above, from there, obviously from your director written your Exco Team, who saying we had to deliver this by x day, and you've gotthis pull in both directions where you're responsible for deliver in this for the business, but you're also responsible for the well billy being of these people who don'thave access to the information and and the you know, the level of feedbackor conversation that you do. So it's important to look after your own healthand wellbeing. If you start to notice a change you, it's really youneed to take that opportunity, even if that opportunity is putting your hand upand saying I'm not okay, because the sooner you recognize you're not okay,the sooner you can do something about it and the more benefit you can deliverto those people that you're supporting on both ends of expect that of the spectrum, the business objectives and the commercial requirements,...

...but also the team below you whoare looking to you for support. As far as that team are concerns, you're the go to person. So you need to be firing a rollfour cylinders and if you know you're slipping before it gets to the point whereslips and impact someone else, take those steps, take those opportunities, havethat little bit of self reflect action and go do I need to make achange here, because this potentially is going to negatively impact not just me butthe people that are looking to me for help and support throughout this process.It's a literary light building you off poison in a way and, to behonest, my experience in corporates with one of the issues I always had isit's very good if you do personal developments because you are prepared for this,but many times the middle management, they just respected to have the skills dealwith it, pres you job and etc. And that could be very difficult.So I think as much as we can be responsible for our own,you know, well being, I think there is responsibility from the the corporateto make sure that we train the middle management, you know, because manytimes we just left them there and they have to deal with it. Butthese people, they don't, they don't have the skills to deal with wellbeing and many times even their own imagine the employees well being. So yousay it's a really good point, but I think my point is more likeyet take personal responsibility, but the company need to train the middle management tobe able to do that job and cater for the employee needs. Not assumethat because you're a manager, you can do so. Yeah, if indoubt, ask for help when you think you need it. Yeah, yeah, and the thing as well, it has the character has to change increase. The problem incorporate is the corporate culture. They're being for though, you can'tshow you vulnerable because he's not seem like a strength. So it's awhole work to do incorporate, where you know, every time, as issamble they showing them weakst point. I look at them like a very strongperson, because it's so difficult to do it's so difficult to show yourself.Yet the top leaders in my company they were like, I don't know,perhaps this percial is not our leader type. So it's a huge change in allthese that thanks young so Olivia and I have some advice on our ownfor coping with change way, so say, or in the workplace. So Olivia, will you might to start? Yeah, before we before we getto that, can I just do you have a good example of I'm sureyou do have a good example, but I know it's sometimes it's difficult tothink of good examples of change, sort of in the workplace, but whereit's been done particularly well. And then we'll go into our kind of ourtop tips for coping with change. Yep, certainly to obviously not all changes,but once you're over that initial that initial and Asial, I think covidnineteen is very, very topical. I've seen some obviously you only have tolook at things like Youtube, instagram, etc. Where people are accepting thefact that this is a longer term problem and you can see people online andJoe wixs and they that comes up quite often, even down to Greg Wallacedoing his own fit can't recently. You know, there's some brilliant examples outthere in the media of people doing positive things and making use of the opportunitylearn and new skill reavers and old hobbies, which is great. I think inthe workplace, if I was to give you know, Covid as anexample, I've seen some great very, very customer and an employee focused approaches. I've seen some bad ones. Were touched on that and we weren't dwellon it, but particularly we think covid. I think I've seen some great examplesof New Zealand is perfect one. If you look at New Zealand's PrimeMinister, prior to any deaths being recorded in New Zealand, came out tothe country. She's very, very clear...

...about the message. She explained thechallenge but she didn't try and hide or or sugar coat anything. She shewas very accepting and very not vulnerable, but very honest with her people.Said this is going to be tough but we need to do it. Weare seeing deaths across the globe as a result of COVID. Nineteen we're seeingsome very strict measures being put in place, but we want to react quicker beforewe record any of our deaths. And why? I understand that thisisn't going to be easy. We need to do this now and I thinkif you were to go back and you were to look at the the deathrates and recorded cases overall, they are seeing a quicker exit from lockdown withless impact, a significant impact, and were talking about people who are occupyinghospital death, sorry, occupying hospital beds, equipment, putting pressure on their healthservice up to the point of dying, and they are seeing lower infection rates, lower impact of their infrastructure health services and they are seeing a quickerexit and return to what we would consider the new norm, faster than countrieswhere they've perhaps been slower to react, the information has flowed less freely andthe policy has changed or being inconsistent. And I think obviously I'm calling outNew Zealand's as example, and I know we're talking about we're talking particularly aboutcorporate and organizations and how they deliver change, but the takeaway from that message andhow it delivered for me was very much be clear about your message.Don't hide things, be honest, with people. They'll appreciate it. Ifyou don't know, tell them you don't know, but explain what you wantto do, have an objective and then stick to what you're doing and keeppeople up today, and I think that was the example that I'm drawer andfrom how New Zealand, as an individual nation country, sorry, dealt withthe process and I think that that filters through to all change. Tell peoplewhat you want to do, be clear about it, give them an opportunityto discuss and share ideas. Be Open and honest, stick to the plan, but don't be afraid to make changes if that plan isn't going in thedirection you want, but be seen to take action and do that as agroup, rather than here's a piece of information, we are telling you todo this and then two weeks later it changes and then you come back andgo here's a new piece of information and your population is left going well,we don't know what to believe now. Be Clear, be concise, stickto your plan, be open and honest and follow through. And I thinkthat was a great example and I think the bear and the fruit and thereward for the approach that they've taken up front before it got to a realcrisis situation where it was affecting their country and there and hbitants. Yeah,I think New Zealand's a great example of that and it it really although weare kind of talking about positive experience, it does make you consider how differentit's been for us in in while, say the UK, but specifically inEngland, that it has been very mixed messages, it has been quite unclearit. We get very a very odd way of us in lockdown where allowsto do some things and not others that don't seem particularly to make sense,and the result of that seems to be that you know how many thousands ofpeople turned up at Bournmouth beats over the last couple of days, and we'renot social distancing and we're not wearing masks and I think we can all expectour our number to go back up, whereas New Zealand basically eradicated their covidjust from having a very transparent lockdown which then, I'm sure, empowered peopleto just follow the rules because it was very clear about what we're doing andwhy we're doing it and what the outcome what the goal is of doing this. So that's a great example thank you so much for your answering our questions. We will now move on to our kind of advice of how to bemore empowered to deal with change yourself,...

...and the first thing that springs tomind for me is to be more successful at dealing with change is that youneed to just accept it. Don't kind of fixate on the limitations of specificchange, because then you end up just worrying and despairing or being angry.But if you instead choose to accept the fact change happens and that you arefree to decide what's to do next, it just makes things a bit easier. So you can accept the past and still fight for the future. Weare never free from change, but we are always free to decide how werespond to it. So don't always think of change as a negative and it'svery you know, there's is great change out there, but I have personallybeen in experiences that are felt very bad at the time and I look thatnow I think I'm so glad things change and I'm not still in that situationand it was only because of change that I am where I am now.So, Calma, what's your kind of first tip? It's really at anyleaks to. My point is every human means we have the habits of labelingevents. So something is good or something is bad, and for me labelingis that full stop. And you could be thinking, well, if youlabel something good, surely is good because he gives you a good emotions.The problem is we can human means, we can't separate. Let's only labelthe good ones and forget about not labeling the but the bad ones. Andas you mentioned, many times in my life that I label something bad.But problem with labeling that you already started creating the negative story in your mind. You know, I you lose your job, but that point is notpainful. If I'm sitting down with John, my manager, and he tell meyou lost your job, nothing happened in my life. I still havemoney in my bank accounts. Yet the motions, the story still running out. How I'm going to pay for my kids to school, how I'm goingto pay for my mortgage, etc. I'm going to, you know,get a new job. So it helps to not to label and just tosay I lost my job and it's very, very difficult, and he said dailyWard. But first of all we have to set the reality without thestory and then focus on the things we can control. So I can't controlto convince John to give me my job back, but what I can controlis to focus until I leave in finding a new job or things like that. So taking action and things you can focus and try and not to createthe story by labeling, just mention what it is. Many times, likeif you think about there is a rainy day and there's a rainbow, youalways feel so present in the moment when you go to the window and youlook at the rainbow in the sky, it's just peace. I never hadanybody saying every time I look at Rainbow, so I get stressed because it's.Why is that? Is because you not trying to say, oh,it should be different colors, that to to write these colors, the rainbowshould be more towards the left of the right of the sky. Is Perfectwhat it is and you you just say this is a rainbow. So fromthat perspective, is it helps us not to create stories if we just say, okay, I lost my job, now let's focus and it doesn't meanbecause the story is or John doesn't think I'm good, I'm not clear enough. So you started treating yourself badly on topics. In the majority of caseswe chart ourselves. So, yeah, try to stop labeling things as bad, because many times they were the best things. As you mentioned, Oliver, I didn't get a promotion myself up for a year and then, idealater, I got a job that was better suited for me. And otherpoint I realize, oh my gosh, thank God I didn't get a promotionbecause I had to travel all the time, and I had to travel. YetI being resentful and angry with these people for a year. Imagine ifI put that energy into getting new skills. And you know. But we putthe energy in the story and we allow the motions to run your life. So it's quite important the play to...

...sudden label, inter thenceus. Butyes, is what it is. Yeah, and there's there's a lot of fearbehind, like not being able to cope with change very well. Soanother thing you can do is really focus on your values instead of what youare fearing, because if you remind yourself of what's important to you, itcan create a sort of buffer against whatever troubles are there, and reflecting ona personal value can help you rise above that perceived threat and you realize thatyour personal identity can't be compromised by one challenging situation that you're going through.You know, even if you lose your job, that doesn't change who youare inside and what's really important to you. That's something I struggled with initially whenI left the police, even though I didn't want to be in thepolice anymore. It was like, or who am I, because that itwas the first thing I told anyone was high. I'm a living around thepolice officer. That's all I identified with and since and I've realized that didn'tidentify me at all. That was just an occupation. So if you canreally know your values and and what they mean to you and the kind oflife you want to lead, it also really helps you make the next decisionwhen it comes to the change. You know, what are you going todo? Do you accept it or do you accept it's happening and that yourlife's going to change and you don't want that Ticul Change? You're going topick something else instead and you're going to move on. You know you don'thave to stay in organization. It's making a big organizational change. You arefree to apply for other jobs and get something else. Did you want tocommentium? Yeah, I think that's a really good point and I think it'sone that people, not people, often miss. Your House, your car, your job in your status, they are all things that can be takenaway from you. They're not the things that make you who you are,and I think that's a very, very good point and I think that's onethat people often lose sight of, particularly when they're in that shock stage.All those things can be taken away from you, but I think it's really, really important to keep focused exactly, you've just hit the nail on thehead there, on your values and why you're doing something, because those skills, those values, your education, your knowledge of the things that can't betaken away from you and they're the important things that makes you you. Youdo not change because you suddenly don't have that title anymore. Yeah, it'san excellent point and for me, to be honest, I spent so manyyears, because I'm a workaholic. Well, I was the head of the PRIMIS. Nothing else mattered to me and you spend hours, and I wasdoing that and you identify yourself as a person as that job, and thenwhen you lose the job. It will be a huge impact in your life. It's really good point and the last tool we're going to give you.Guys. It's about how to deal with the weak. Fears. So faris a daily companion for everybody. Really, even if you think, you lookat your colleagues or your voices said, if you think that they don't havefears, we all do. Son of us. We can hide themmore than others, and there's that. But a volume, a model,you can use this to tackle that. One of the first thing is tobe aware of your your fears. So write the list of your fears ina piece of paper and then ask yourself, what can I do this my controlto reduce the likelihood of this fear happening? Nice, for example,if he's with the Covet? What can I do if I'm scared of thegetting the cove it? What can I do to reduce the likelihood of thishappening to me? Well, I follow what the Goverman is telling us.Social distances is starting at home, etc. The second point is the second questionis, what can I do to reduce the impact of this fear?This fear become my reality? Well, it's an immuse system illness discovered nineteen. So I need to make sure that the need in my new is helpingstrong. So I'm going to eat well,...

...sleep well, try to do someexercise, because all these these are up and my control. The thirdquestion is what are the benefits of taking action towards this fear? Is thatthe fear becomes smaller and small and smaller because your mind is totally focused onthe actions you can do and you just act. You Stop Thinking, youtake your safe from your mind to acting. And the fourth question is about whatis the cost of the national so what happens in your life if youdon't do anything about with these fears? If you will become bigger and biggerand it will control your life. So, for questions that are really important,a very simple model that you can go through all any stabout, woulduse the likelihood reduced, the impact actions and the make control and the costof not acting. So that is the this make Olivia John, before wekind of go on to our endings. We're going to be wrapping it upsoon. Is there anything else about change that you'd like to kind of talkabout or any kind of points that you're at all? I haven't raised thatyet now I think we've covered the key topics and I think, particularly ifyou're managing the changes we alluded to before, it's to be aware that the peoplearound you were going to experience that differently in a different times and ifyou can keep that in your thoughts and manage your process to help support them, you love a much mover transition, not just for you but also forthe people around you. And and just just just keep in mind that itcan sometimes be a long process, but change is inevitable and we have togo through it to move forwards and often the result is is going to getyou somewhere you need to be. It's just accepting that it is going tobe scary at the beginning. There will be inertia, there will be challengesthat you didn't expect, things that come up that you could have planned for, and accept that that's all part of the process and it's all part ofyour growth in your journey and you're learning. If you never do anything different,you never going to achieve anything different. So just just keep that in mind. Don't let it stop you doing something that might get you somewhere wonderfulin the future just because it looks difficult from the outset and you haven't quitegot all the answers yet. Don't try and fix the problem all at once. Break it down into small chunk small steps, and work through than oneat a time. Keep your people close to your be honest, be upfront, be clear about what you want to achieve and why you doing it. And if you have that goal and vision in mind and you understand whyyou're doing it, it makes physically doing it a lot easier and it helpsmanage that stress and anxiety for our process. Brilliant. Thank you, John,and you just you said something now I just wrote down. You saidchange will get you somewhere you need to be, and I really like thatkind of mindset. It's the mindset of change happens for you and not toyou. You can embrace it and kind of make of it what you want, I know, and that's really difficult sometimes. And if you are strugglingwith change, you know you can speak to people like life coaches like Carmenand myself as well. As you know, they're what we could bling your workplace. You can always reach out to no doubt, but I understand thatsometimes people like to go to people externally, but you know, just do someresearch. Is Always someone out there who can whether it's just listen toyou hope you get some clarity, or whether you need some kind of mentoringadvice, there's always people out there that you can speak to to help youwith this. So very special. Thank you to our first guest, JohnStockdale, for making a time to be with us today and sharing all hisinsight into change. So where can people find you if they want to connectand find out more? Will first of all thank you for having me.It's been my pleasure. My details. You'd be able to find me onLinkedin. Be There on the John Stop Del if you've got any questions,drop Olivia or Carmen and email like shake's...

...been a pleasure of thank you forhaving me and I hope you all have a good day. Thank you,John. Thank you, and you can connect with Carmen and I on Instagramat Naked Truth pod and twitter at naked truth underscore pod, because unfortunately thatother handle is still taken. Our facebook page is naked truth podcast with Carmenand Olivia and if you'd like to collaborate or share your story, be aguest or get in contact with any of us are email address is naked truthpod at gmailcom. So tell your friends about to spread the word. Stayhonest, stay you and stay naked. Goodbye, good bye.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (13)