Change – Winning Teams

How to Make Change When Change is Hard

Change is inevitable in construction. Whether it’s adjusting to new technologies, improving safety standards, or adopting new processes, change is something that every project faces. But here’s the challenge change is hard. In a fast-paced, deadline-driven industry like construction, getting people to embrace change can feel like pushing a boulder uphill. That’s where the real work begins.

In this blog, I’m going to walk you through how to implement change on your construction projects, even when it feels impossible. It’s about connecting with your team, giving them the tools they need, and reducing the obstacles that make change feel so overwhelming. I’ll show you how you can motivate your team to embrace change and how you can make that shift in your organization sustainable. If you’re struggling with getting your team to adopt new practices, this blog is for you.

Resistance to Change

One of the most common pains in construction is resistance to change. Whether it’s a new software, a new process, or even a new team structure, change is often met with pushback. And I get it when you’re used to working a certain way, the idea of switching gears can feel daunting.

The problem is that change is necessary for growth. Without it, teams become stagnant, mistakes are repeated, and projects continue to get stuck in outdated systems. Yet, no matter how necessary the change is, people will resist it. It’s not just about having the right solutions; it’s about getting your team on board.

In construction, this resistance can be detrimental. Projects get delayed, quality suffers, and team morale takes a hit when people aren’t willing to change. It’s a pain that every leader has faced, but there is a way to overcome it.

Mental Paralysis and Overwhelm

The failure pattern behind resistance to change can be boiled down to two key factors: mental paralysis and overwhelm. These happen when people don’t know how to take the next step or when the path forward seems too complicated.

• Mental paralysis happens when people are given too much information at once and feel overwhelmed by the new process. They don’t know where to start, and as a result, they do nothing. It’s like being handed a map of a foreign city without a guide—it’s easy to feel lost.
• Overwhelm occurs when the change is introduced without a clear path. People know they need to change, but they don’t have the tools or structure to make it happen. When the environment feels chaotic and there’s no clear direction, the result is often stagnation.

To make change stick, we need to tackle these two issues head-on. The good news is there’s a way to guide your team through this process, and it starts with understanding the psychological elements of change.

Understanding the Struggle of Change

I’ve been in the field, facing the exact same challenges. Implementing change is hard, especially when you’re trying to lead a team that’s used to doing things a certain way. But here’s the thing: people don’t resist change because they don’t care. They resist because they feel lost, overwhelmed, or unsure about the new direction.

Understanding this is crucial. The key is not to blame your team for resisting. Instead, it’s about providing them with the structure, tools, and support they need to embrace the change. Everyone in your organization wants to succeed. When change feels too difficult or unclear, it’s natural for people to shut down. As a leader, it’s your job to guide them through that transition.

Implementing Change on a High-Profile Project

Let me tell you about a time when change felt impossible on a high-profile project I was managing. The team had been doing things a certain way for years, and any suggestion to change the process was met with skepticism. There was one area we needed to improve: communication between departments. The problem was, no one could see how a new system would be better than the existing one.

Instead of pushing the change on them, I decided to involve the team in the process. We sat down together, talked about the pain points, and brainstormed solutions. We then rolled out the new system in small steps, gradually incorporating the team’s feedback. Slowly but surely, they started to see the value in the change. It wasn’t an overnight transformation, but it worked. People were more engaged, communication improved, and the project’s overall efficiency skyrocketed.

The key here was involving the team in the change process. When people feel heard and see that their input matters, they’re more likely to get on board. It’s all about making change a shared journey, not a mandate.

Change Requires a Clear Path, Motivation, and Support

The emotional insight here is simple: people don’t resist change because it’s a bad idea; they resist because they don’t know how to navigate it. Change is hard because it requires people to step out of their comfort zones.

To help people make that leap, we need to follow a proven framework. It’s not enough to just tell people what to do; we need to guide them, motivate them, and remove the obstacles that make change feel impossible. By breaking down the process into manageable steps and providing the emotional and practical support needed to succeed, you can turn resistance into enthusiasm.

The Elephant and the Rider

One of the best frameworks I’ve encountered for understanding how to drive change comes from the book Switch by Chip and Dan Heath. The analogy of the elephant and the rider is powerful for understanding how people approach change.

In this analogy, the rider represents our rational side the part of us that knows what needs to be done and can plan the steps to get there. The elephant, on the other hand, represents our emotional side the part of us that is driven by instinct and motivation.

The trick to driving change is aligning both the rider and the elephant. Here’s how:

• Direct the rider: Give clear direction. Provide a detailed plan of action so that the rational part of your brain knows exactly what needs to happen. In construction, this could mean creating a clear, step-by-step process for how to implement a new workflow or system.
• Motivate the elephant: Engage the emotional side. People need to feel a connection to the change. Why does it matter? What’s the bigger picture? By finding the emotional connection, you can get your team motivated to move forward. Use personal stories or examples to help them understand why the change is important.
• Shape the path: Make it easy for the rider and the elephant to move forward. Remove obstacles, simplify the process, and ensure that the systems in place support the change. In construction, this could involve setting up tools or systems that make the change easier to implement whether it’s new project management software or a revised scheduling system.

How to Implement Change Today

If your project needs superintendent coaching, project support, or leadership development, Elevate Construction can help your field teams stabilize, schedule, and flow. But the first step in implementing change is to start with small, manageable steps. Don’t try to overhaul everything at once. Focus on one key area of improvement, get clear direction, find the emotional connection, and remove any barriers that might get in the way.

Start by engaging your team in the process. Get their input, explain the “why” behind the change, and show them how the change fits into the bigger picture. Once the team is on board, provide them with the tools and support they need to succeed. This could mean offering additional training, providing new resources, or simply making the new process as clear and straightforward as possible.

Connect to Elevate Construction’s Mission

At Elevate Construction, our mission is to help teams become high-performing units by focusing on the well-being and engagement of every individual. We believe that when your team is engaged, supported, and given clear direction, change becomes not just possible it becomes an opportunity for growth.

A Challenge for You

Change is hard, but it’s also necessary for success. The question is: will you lead your team through it? As Jason Schroeder always says, “The only way to make real progress is by embracing change and guiding your team through it.” Take that first step today direct the rider, motivate the elephant, and shape the path. Your project, and your team, will thank you for it.

FAQ

How can I implement change on my construction project?
Start by directing the rider create a clear plan of action. Then, motivate the elephant find the emotional connection to the change. Finally, shape the path by removing obstacles and simplifying the process for your team.

What is the elephant and rider analogy?
The elephant represents our emotional side, and the rider represents our rational side. To drive change, both must be aligned clear direction for the rider and emotional motivation for the elephant.

Why is change so difficult in construction?
Change in construction is hard because it often involves stepping out of comfort zones. People need clear direction, emotional buy-in, and a path that is easy to follow in order to embrace change effectively.