Resolutions are popular, and we’re often encouraged to make personal changes. At the start of the year, people define what they desire—especially personal goals. We are always so optimistic that these can be accomplished, traditionally with the old mindset. This optimism is certainly an advantage, but understanding how to change yourself is the key.
Most people start with willpower to overcome mental or physical challenges. It is often defined as the “will to power,” striving against external circumstances, leading to personal development and self-mastery, while any influence is considered merely incidental. My belief is that every individual strives to become master over their space and to extend their force—their will to power—and to push back against all that resists that extension. However, we continually encounter similar efforts from others, which often ends in compromise. As the great boxer Mike Tyson would say, “Everyone has a plan until they get punched in the face.”
This conversation about willpower begins by recognizing that change is needed. In the workplace, this need for change may not be as clear-cut as it is with personal desires such as diet, finances, or overcoming laziness. Professional goals may seem straightforward, but challenges arise when you’re unsure what the actual problem is or how to tackle it. For instance, you might face financial targets set by upper management. These objectives and expectations, often established without your input, can leave you feeling confused or frustrated.
Individuals often respond negatively when goals are imposed upon them, yet remain ambitious when setting goals for themselves. Whether self-imposed or assigned, extreme milestones can quickly lead to demotivation. Renowned basketball coach John Wooden emphasized that success begins with simple, consistent routines. His example was putting on one’s socks the same way each time. Regular habits with manageable outcomes allow progress to be measured by effort rather than by the size or scale of the results. Stephen Covey stated, “Start with the end in mind,” meaning to break goals down into small, manageable pieces.
Throughout my life, I consistently focused on setting new goals—until five years ago. Now, instead of creating new goals each year, I dedicate myself to maintaining and improving the same ones. Seeking feedback from those closest to me allows me to refine and shape these established mission goals. In fact, I call my daughter my life coach, as she gives me honest feedback on how our relationship is evolving. My annual goals encompass the mental, physical, educational, financial, and spiritual aspects of my life. Together, they form a comprehensive scorecard. Although perfect equilibrium is rarely achieved, I value each dimension equally.
When change is necessary but not immediately evident, it is important to understand why adaptation is required. Below are the five stages of change and insights into understanding the purpose behind our actions.
Precontemplation Stage: It isn’t that we can’t see the solution; it’s that we can’t see the problem. Precontemplation often arises due to pressure from outside sources—family, employers, parents, or the community. People resist change. When issues arise in conversations or meetings within an organization, responsibility is often shifted to society, the business landscape, or a lack of external support.
Contemplation Stage: The organization or individual wants to stop feeling stuck. Contemplators acknowledge challenges within the organization or in personal performance and begin to assess how to address them. At times, they struggle to clearly understand the problem, identify the causes, or find viable solutions. Many organizations or leaders create indefinite plans to act within the next several months or years.
They may know the destination—and even how to get there—but are not ready to move forward. It is not uncommon for contemplators to tell themselves that someday they will address, change, or improve as an organization or individual. When contemplators transition to the preparation stage, their thinking becomes more future-focused than past-focused.
Preparation Stage: Most individuals or organizations in this stage are planning to act and making final adjustments before taking action. However, they often have not fully resolved their ambivalence. They may feel they need more data to convince themselves that change truly needs to happen.
Action Stage: Change is often more visible to others than to oneself. In this stage, organizations and individuals modify their behavior, direction, or environment. Progress is built on preparation, and this stage requires the greatest amount of time and energy.
Maintenance Stage: Change does not end with action. Without a strong commitment to maintenance, inconsistencies will likely occur, or focus and results may fade. This often causes organizations or individuals to fall back into the precontemplation or contemplation stages.
Most successful individuals and organizations move through these stages three or four times before completing the cycle of change without inconsistencies. Many return to the contemplation stage, but these challenges provide opportunities for growth. The positive aspect is developing the self-awareness needed to make a change—that is half the battle. Success and defeat are both valuable, because growth comes from the journey, not just the results.
