Showing sincere interest in others is a crucial success factor in change management, says Erik Maier, lecturer at Nyenrode Business University. "Taking the time to listen to someone's story ultimately helps you achieve more."
Understanding change
Maier teaches the first module of Change Essentials, a program designed for professionals with limited experience in change management. The central question: Who am I as a change agent? "Change always starts with yourself. People are willing to change, but they don’t want to be changed," Maier explains. His module explores key questions such as: How do people change? What happens in the brain? Why do we think in patterns, and why is it so hard to break them?
The role of emotions in change
Maier provides both theoretical insights and practical applications. "I cover Kübler-Ross’s change curve, also known as the grief curve, which outlines the emotional responses people experience during change. I also introduce transactional analysis, a theory on communication and how our thoughts, feelings, and behaviors are shaped by past experiences and beliefs." The biological side of change is also addressed. "When something changes, the body reacts. Our nervous system plays a major role in how we handle change, and it’s important to recognize that."
From theory to practice
For Maier, application is even more important than theory. "Before the program, participants define a specific change initiative within their organization. This helps them immediately apply what they learn." During the in-person sessions at Nyenrode, participants analyze case studies, share real-life experiences, and engage in exercises that let them feel the impact of change. "For example, I ask them to fold their arms in the opposite way than they’re used to. The moment the exercise ends, they instinctively return to their usual posture. The same thing happens in organizations—after a change initiative, people tend to revert to old habits."
The power of influence
Successful change is also about influence. "Investing time in understanding others helps you uncover the source of resistance," Maier explains. "Resistance is often seen as negative, but it actually comes from engagement. By sharing the vision behind a change or discussing the business case, you can help employees feel more involved." Communication style also matters. "Research shows that a calm tone of voice reduces stress responses. The way you communicate has a direct impact."