Why Your Changes Aren't Sticking with Your Team (or You!)- and How to Fix It
Susan Thomson • April 1, 2026
Why Your Changes Aren't Sticking with Your Team (or You!)- and How to Fix It
Change is hard. Whether you're trying to shift a bad habit of your own, transform your team's behavior or overhaul a process, resistance has a way of showing up uninvited. Even when you have initial excitement, the new behaviors don't stick - a couple of weeks, and you're back to your old habits.
Sometimes it's not about the actual change - it's about how you think about the change.
It's kind of like driving a car. When your car is out of alignment, you have to keep steering it back onto the road. You can have a high-performance vehicle, but if it's out of alignment, it's not going to work right.
Your mindset - how you think - is the same way. You can have the best strategy, systems and tools on the planet, but if your brain isn't in the right place they're not going to work.
So how to get your mindset about change in the right place? There's a proven formula to help you. It's called the Change Formula.
It looks like this: D × V + F > R
D — stands for Dissatisfaction
V — stands for Vision
F — stands for First Steps
R — stands for Resistance to Change
Dissatisfaction, Vision and First Steps must be greater than Your Resistance to Change or the change won't stick.
Let's start with Resistance - And all of us have it - it's called your comfort zone. Even if you're trying to change a bad habit like working nights and weekends, you have the habit because at some point in your career it served you. It became your new normal. Breaking that habit might open up all kinds of things that you've also been resisting - like having to work out because you've removed the "not enough time" excuse. Or having time with your family but they're teens now and they don't want quality time with mom or dad. Get all of your resistance down on paper. Writing things down tends to make them more objective than when they live in your head.
Dissatisfaction (pain) is important as well. If you are not fundamentally dissatisfied with how things are working today, you have no reason to make a change - vision alone isn't enough to change behavior.
I used to run some big global projects for Fiskars, the orange-handled scissor company. I could paint a vision of how some initiative would lower our operating costs and make our products more compelling and help them sell better - people would be excited and pumped, and "all in," but they'd never get started. UNTIL Wal-Mart said they'd kick us out if we didn't do the initiative - instant dissatisfaction. Things got done. Are you frustrated enough to try something different?
Vision is key. If you don't know what "better" looks like, you have nothing to motivate you to do the work. Take the time to define your vision so you get excited about what's ahead.
First Steps are your roadmap. If the "thing" looks too big, it's your elephant. Eat it one bite at a time. Don't worry about seeing every step right now - just the first couple. Take the first step today.
Working nights and weekends was a slippery slope for me for a long time. I had more work to get done than there were hours in the workday. So, I rationalized working ungodly hours - it was critical for my company to be successful. Today I get more done in 40-45 hours than I used to in 70. That includes Board of Director work, networking and even committee work.
Here's how I worked the formula:
D - I was burning out fast and had no time with my husband. This ate at my very core. Not okay.
V - I craved time together, time to enjoy the outdoors, to garden, to bike - lots of things that I would get to do if I had more time
F - I made a pact with my husband that if I really felt I needed to work a night or weekend, that I had to ask him if that was ok with him first. Believe me I thought long and hard about whether I really needed the extra time before I was going to admit that I didn't get my stuff done.
R - My comfort zone was believing that I always had buffer time (nights and weekends) to finish up things that I wasn't productive with during the day. The reality? It took me twice as long to get things done on weekends because my focus wasn't there.
So, what does all this mean for you? It doesn't matter where you are now. Choosing that "what is today" isn't okay anymore is the first step.
You’re on a Board — Now What? Landing a board seat is an achievement worth celebrating. It signals trust in your experience, your judgment, and your ability to contribute at a higher level. Once the congratulations fade, the real work begins. Now what? The most effective board members don’t just show up prepared—they show up aware. Aware of people, dynamics, language, and culture of the board they’ve joined. 1. Learn About Your Fellow Board Members First Your board is made up of people - with different motivations, experiences, and influence. Take time early on to build one-on-one relationships outside of board meetings. Be observant - What motivated them to be on the board? Who tends to drive discussion? Who asks insightful questions? Who builds consensus behind the scenes? Who's the contrarian? Understand the people first and you'll be able to contribute in a way that’s both heard and valued. 2. Learn the Board’s “Language” Every industry has its own language: industry jargon, financial metrics and acronyms that fly by in meetings. Get fluent in their language early. You might even ask for a glossary (I did when I was on an insurance company board). Don't be afraid to ask questions if you don't understand something. The faster you learn how this board talks about success and risk in their industry, the faster you can engage in meaningful dialogue. 3. Read the Culture—Then Add to It Some boards are highly formal and structured. Others are conversational and fluid. Some lean into governance and oversight; others operate as strategic partners to leadership. Your job isn’t to change the culture—it’s to understand it. Then, thoughtfully bring your perspective in a way that complements and serves the group. 4. Know What Belongs in the Boardroom Strong board members understand the difference between governance and management. The boardroom is for: Strategy and long-term direction Oversight and accountability Asking thoughtful, future-focused questions It is not for: Solving operational issues - that's the CEO's role Managing staff Diving too deeply into tactical execution Advancing your own personal agenda If a conversation feels “in the weeds,” it probably is. The discipline is in pulling the conversation back up to the level where the board can add the most value. 5. Add Value Early—But Thoughtfully You've earned your seat at the table - don't fall into the trap of feeling like you need to prove yourself at the first board meeting. Resist the urge to speak just to feel like you are contributing. Instead, be curious. Listen, ask questions, and look for moments where your experience genuinely advances the conversation. Thoughtful contributions build credibility far faster than frequent ones. 6. Be Hungry to Learn Oftentimes you've been asked to join a board because you have deep knowledge and experience in the industry. Your challenge will be to learn how this company operates within it, how they can mitigate threats to the industry (or the company), and how they can take advantage of - or even create - opportunities. Being on a board is an amazing opportunity to be exposed to strategies and approaches that you may have never thought of before. I was blown away at some of the initiatives that my insurance company brought before us. I learned a lot, a nd expanded my vision of what was possible in that industry.
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ADHD business owners and executives are often highly capable, strategic, and driven. Yet without the right structure, their performance can feel inconsistent and exhausting. The challenge isn’t effort—it’s friction. Without systems in place, ADHD can turn decision-making into fatigue and leadership into constant reaction. Coaching removes that friction by creating clarity, accountability, and focus. ADHD-focused coaching delivers ROI by providing: External structure that supports consistent execution Clear priorities that reduce decision overload Accountability that drives follow-through Proven systems that turn effort into results The outcome is measurable: improved time management, stronger leadership, fewer mistakes, and better use of resources. That’s not motivation—it’s return on investment. Our ADHD-focused coaching program, launching in January, is designed to help business owners and executives lead with clarity, confidence, and control.
Succession planning isn’t just about preparing for the future—it’s about protecting the value you’ve worked hard to build. In this conversation, Bob Wood from Sunbelt Business Advisors shares a broker’s perspective on why early planning is essential for a smooth and profitable business transition. Discover what business owners should be doing now to maximize value, reduce risk, and ensure their legacy continues long after they step away.
Women on Boards: Why It Matters By: Guest blogger: Patti Epstein, TEMPO Madison The Women on Boards Committee, formerly known as Project Reach, is a TEMPO Madison initiative aimed at increasing the number of women serving on business boards. The project provides resources for members aspiring to serve on business boards and for those responsible for filling board positions. Women on Boards: Why It Matters Research shows that gender-diverse boards are not just fair—they're smart business. Companies and communities benefit when women are meaningfully represented in boardrooms. Business Benefits Higher financial performance: Fortune 500 companies with more women directors outperform those with fewer. Stronger governance: Diverse boards are linked to better risk oversight, fewer reporting errors, and more engaged leadership. Improved ESG outcomes: Gender-diverse boards lead to stronger environmental, social, and governance performance. Enhanced reputation: Companies with women on boards are viewed more favorably by stakeholders. Better decision-making: Women leaders prioritize transparency, fairness, and stakeholder interests. Studies show that having at least three women on a board maximizes impact. Why You Should Consider Board Service Serving on a business board is a powerful way to shape strategy, drive change, and advance your professional growth. Benefits of Board Membership: Drive meaningful change. Influence decisions that affect industries, communities, and global challenges—from sustainability to equity. Expand your strategic thinking. Engage in high-level governance, risk oversight, and long-term planning that sharpen your leadership skills. Build powerful networks. Connect with accomplished peers, executives, and thought leaders across sectors. Stay ahead of the curve. Gain insider access to emerging trends, innovations, and market shifts. Amplify your voice. Represent diverse perspectives and advocate for inclusive, ethical business practices. Earn competitive compensation. Public company board members typically earn $50,000–$300,000, with additional benefits and equity in some cases. Grow personally and professionally. Learn from complex challenges, broaden your influence, and leave a lasting legacy. Before joining a board, clarify your goals—what you want to contribute and what you hope to gain. This self-awareness helps you find a board that aligns with your values, strengths, and aspirations. Recognizing that the best way to obtain a board seat is through connections, Women on Boards can facilitate introductions with individuals and entities responsible for filling corporate board seats. A key component of this effort is Women on Board's Database of Board Candidates, featuring Board Briefs and Bios of TEMPO Madison members. This database serves as a one-stop portal where businesses and recruiters can search for and find qualified candidates. If you are interested in submitting your board bio, don't hesitate to get in touch with Megan Purtell. Sources Catalyst: The Bottom Line – Corporate Performance and Women’s Representation Harvard Business Review: When and Why Diversity Improves Your Board’s Performance MIT Sloan: How Diversity Can Boost Board Effectiveness Harvard Law: A Diverse View on Board Diversity McKinsey & Company: Women in the Workplace
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I have a water bottle that says, “The biggest risk you can take is to do nothing.” Every time you let an employee decision slide, every time you wait on making an important purchasing decision, every time you avoid a tough conversation with a colleague… there’s a cost – and it’s higher than you think. You might think you’re playing it safe by waiting. You hope the situation might resolve itself if given enough time. You just don’t have the time and energy to deal with this right now. The problem is, the universe doesn’t work that way. There’s a huge cost to inaction – and it’s probably bigger than you think. Worst case, something that could have been dealt with early on as an issue has now become (very) personal for you both. I had a business partner who brought their spouse into the business. I knew in my gut this would be a tough dynamic, and it was. We ultimately elected to separate, and what would have been difficult and expensive became very expensive to untangle after the fact. The often-unseen cost of inaction is that you miss a big opportunity because you didn’t get to it – you left it for someone else to in and snatch out right before you. Here are some common (costly) inactions: Not dealing with a “C” or “D” employee, or Not holding your team accountable for their KPIs, or Letting an important decision slide with a business partner, or Kicking the can down the road on your strategic plan or succession plan And here’s how to break the avoidance habit: UNDERSTAND what you are avoiding and why – what’s the worst that can happen if you have that conversation? More often, we don’t have the conversation out of fear that we’ll look bad, be seen as mean, or be embarrassed publicly. Do your HOMEWORK: What’s this person’s communication style- Fast or slower paced? Honor that. Detail person or high level? Honor that in your communication, too. How are they likely to react? Put yourself in their shoes to understand how they may be feeling – no one likes to feel targeted or “caught.” Use accountability tools like the Circle of Reason (c) to collaborate on a solution. PRACTICE what you want to say. So often we stumble at the beginning and end of tougher conversations – memorize how you want to open the conversation, so you don’t have to think about what to say – you’ll just say it. Here’s an opener to get you started: “Hey Joe, there’s something we need to talk through. It’s important. I’m hoping we can get the issues out on the table so we can come up with a solution that we both feel good about.” SCHEDULE a time for the conversation so you can both be prepared. And then take a deep breath and dive in. Don’t expect perfection – make sure your heart is in the right place, and the odds are you’ll both be fine in the long term. Want to learn more? Check out your planning resources at MakeMoreWorkLess . As clients of The Benefit Works, you get significant discounts! Susan Thomson, CEO and Licensed Coach, ActionCOACH Business & Executive Coaching Proud Member of TEMPO Madison Direct: 608-441-5374 Email: mailto:susanthomson@actioncoach.com