Motivate First
Ever had a change initiative that never seemed to gain traction? A project that looked great on paper but failed to generate meaningful action? You may have invested in meetings, project management, and expert advice, yet progress feels painfully slow—or worse, non-existent.
This is a common frustration, especially in large organisations, and it often comes down to one fundamental issue: a lack of real motivation to change.
Why Change Feels Hard
As humans, we’re wired for immediate rewards. We instinctively prioritise short-term security and stability over uncertain long-term benefits. Change disrupts this natural preference, requiring us to take risks, step into the unknown, and commit—even when challenges arise. Why would we do that unless the reason is truly compelling?
In organisations, this same principle applies at scale. Each individual asks themselves:
- Why should I change?
- Is this better than sticking with what I know?
- Is the risk worth it?
Resistance isn’t just stubbornness—it’s normally a lack of clear, compelling answers to these questions. And the problem? Resistance isn’t always obvious. It can look like passive compliance, slow-moving projects, or lack of real engagement.
The Power of Emotional Commitment
Successful change isn’t just a rational process—it’s an emotional one. Facts and logic alone don’t drive action; emotion does. People change when they feel a deep, personal reason to do so.
Consider the global movements sparked by:
Mahatma Gandhi—His philosophy of nonviolent resistance inspired millions to rise against colonial rule, showing how moral conviction can drive lasting change.
Martin Luther King Jr.’s “I Have a Dream” speech—It painted a vision so powerful that people committed to change, despite enormous personal risks.
Blue Planet’s plastic pollution documentary—A single TV programme led to policy shifts and behaviour change worldwide.
The Covid-19 pandemic—When the danger felt immediate and undeniable, the world adapted, one third of the global population in some form of lockdown within a matter of weeks.
These examples share a common theme: they created a powerful emotional response that made inaction feel unacceptable.
Creating the Desire for Change
Think about the biggest changes in your life—moving house, switching careers, starting a family. In each case, you likely felt:
- Staying the same wasn’t an option.
- The future you envisioned was worth the effort and risk.
- You felt compelled to act.
Change in organisations follows the same pattern. The best-known change models reflect this:
- John Kotter’s first three steps focus on creating urgency and building momentum.
- Chip and Dan Heath highlight the need to motivate the emotional “elephant” (the part of our brain that drives action).
- Kurt Lewin’s change model begins with “unfreezing”—disrupting the status quo before progress can begin.
Yet, organisations often underestimate this, focusing too quickly on plans and processes. Without genuine motivation, even the best strategies will come under pressure.
Real Change Comes From Within
Change isn’t something you can force. People change when they choose to. And they’ll only choose to if they have a reason they truly believe in.
As a changemaker, your role isn’t to push people into change—it’s to help them see why change matters, connect with it emotionally, and feel ownership over the journey.
Because when people feel the need for change deep down, they don’t just comply—they commit. And that’s when transformation truly happens.
