Pharmaceutical Market Europe • May 2024 • 14
MIKE DIXON
MIKE DIXON
THERE IS NOTHING AS CONSTANT AS CHANGE
Creating the right mindset – the three main responses to change
The adage, ‘There is nothing as constant as change’ is as relevant now as it was when I joined the industry.
Possibly even more so, as they do say the pace of change is always increasing. It certainly feels like our sector is experiencing ‘change-on-steroids’ at the moment – reorganisations, acquisitions, AI, economic challenges, project changes, regular staff moves bringing new people with different ideas – are all pertinent examples. So, if change is constant, how we deal with it is an essential skill. We therefore need to ensure we have the right mindset for change.
To embed a mindset for change, we first need to understand what our underlying subconscious attitude to change might be. This might vary depending on the specific scenario, so it is good to be aware of the three main responses and how to turn these into a mindset for change.
Receiver
This is when you just take on board a change without question, even if you perhaps do not fully believe in the direction, and may even have relevant understanding to support your view. Essentially you accept the authority of others in making the change and consider the decision to be ‘above your level’ while not wanting to rock the boat. You will also be happy to just escalate decisions before moving forward, for the same reason.
As a underlying receiver, what can you do to move to a mindset for change? Fundamentally, you need to recognise that everybody, irrespective of seniority, has their own valuable experience, talents and insights to input. Consider approaches that will be viewed as working with the change, even if that input is to demonstrate alternative directions. Build an evidence- or insight-backed case to take to those proposing it. Similarly, before just abdicating authority for decision-making, develop possible solutions to propose before taking an issue to your team members. Remember, you might be right and have valuable ideas and insights to add. Even if not, by taking the right approach in contributing your thoughts, it will still be seen as a positive and supportive intervention.
Resistor
Those who are resistors, push back against a change. Resistors are more active in their resistance than receivers. There is often an element of maintaining individual power and challenging those championing the change. As a resistor you will tend to rely on your personal experience to challenge the change. Resistors often believe they will be able to hold out against the change, but inevitably they will not succeed with this approach.
The ways resistors manifest their resistance are various. Everything from just not changing (sometimes despite suggesting you are), questioning to delay or challenge the initiators, or by attempting to suggest the change is not relevant to them.
As a resistor, a mindset for change comes from being prepared to work with the change from the inside, rather than resist it from the outside, by challenging in a productive, progressive way, asking questions at the appropriate times that show a willingness to improve and develop the change as you proceed. You need to use your knowledge and past experience to help make the change a success, rather than as a barrier to implementing the change.
Controller
As a controller, you will step up and try to take charge of all the aspects of the implementation of the change, for you and those you work with. However, in taking this approach, there is the danger that others will default to your direction and not embrace the change and its implementation themselves. This may stifle what would be valuable input into the introduction of the change. In your enthusiasm to push ahead, you may dismiss constructive input from others, or learnings from what has gone before. This type of dominant control can also become a mental and physical burden on yourself.
As a controller, for a better mindset for change, engage with others constructively. Involving them as partners, involving them in the shaping, all helps to secure their commitment to the change. Any perceived resistance can provide valuable insights and should not just be considered as an obstacle to bulldoze through. Also, consider seeking the opinion of those you feel are against the change or those you perhaps don’t normally work well with. And always seek to understand what has gone before, using the insights to work with others in developing the new direction.
Understand yourself and develop a mindset for change
By understanding your dominant response to change, you can help ensure you overcome your subconscious and more proactively create a mindset for change. In doing so, you open yourself up to embracing the inevitable changes around you, lessening the potential stress or annoyance they cause you, as well as helping to be an inspiration to those you work with.
Mike Dixon is CEO of the Healthcare Communications Association and a communications consultant
Pharmaceutical Market Europe (PME)
Pharmaceutical industry news, articles, jobs, reports, advice and services