FEAR OF THE UNKNOWN 

Second publication in the Culture Transformation series

A sheriff in the Wild West once offered every condemned criminal a choice: thegallows or a closed door. Just before the execution he was always asking onequestion: “What do you choose — the gallows or the door?” What would you choosein this situation? Prettyoften, during my workshops I’m telling this story. 

Most of participants justlike the criminals in this story chose the gallows. Why?Humanstend to make decisions based on emotions and their basic needs, especially ifthe sense of safeness  is behind themind. We’d rather pick something worse if it’s familiar. Safety ranks high inMaslow’s hierarchy of needs, and our choices are deeply influenced by it.Imagineif the condemned would ask questions about the door, for example what wasbehind it, or peeked through the keyhole? The sheriff didn’t forbid this. What doesit have in common with business? New Tool, New Program

We all have ambitions. Many of us want to achieve good results or prove themselves. But “new” means stepping out of the comfort zone. That’s when one of the worst advisors speaks out: fear. Thoughts flood in: “What if I don’t understand it? What if I fail? What if it overwhelms me? What if being good means more pressure?” So many doubts and the Fear starts to win. We don't like changes, because why should we take the risk, why should we leave a comfortable and familiar place, why should we use a new solution, so many whys... 

And at this point, the company begins to wonder why no one wants to use, for example, a new solution that is de facto supposed to make work easier. What if you or whoever isresponsible startedto communicate (e.g.asking questions)? What if your boss demonstrated how easy and life-changingthe new solution is? What if HR organized training, contests, etc.? Wouldn’tfear begin to lose its grip? Proper communication, a motivational and training program in such a case also builds involvement – you start wanting it. 

Sometimes it starts to feel strange, because if the boss can do it, so can I, but eventually you start taking advantage of it and oh my, how helpful it is. New Job, New ChallengesCongratulations! You got a newjob. New challenges await. Butterflies in your stomach? Sweaty palms? Thoughtspinging: “Will I fit in? Will they like me?” Can you hear the voice of fear?That’s it for sure.What if you knew a special first day in the welcome programawaited you? How would you feel when the receptionist or assistant at the frontdesk hands you a beautifully wrapped box or a cool bag with a logo, saying,"Good morning and good luck," or "Please wait, I'm calling X, who is the coordinator of the welcome program for new employees, je or she willshow you around." 

You'll forget about butterflies, your hands will startto dry, your eyes will start to shine, you'll feel excited and pleasantlysurprised. Fear? What fear? And now, without an agenda, without any welcome – a so-called "throw(not a jump) into the deep end." How are you feeling? What thoughts areswirling in your head? Instead of effectively getting to know the company, you're sitting in your room, wondering who to approach first, how to introduceyourself, who's who in the office, what the customs are, how to understand theoffice jargon?

Isn't it effective for a company to spend some time and a small amount ofmoney on a welcome package for new employees? How much faster would a new teammember be better prepared for new challenges?

Onboarding isn't difficult, but it requires willingness, the appointment ofa coordinator, and, above all, planning. Such an investment pays off knowinghow much time (read: money) can be saved. New Boss, New Market

It's so good when things are backto normal, peace and quiet, until suddenly a new boss shows up, new managementcomes along, someone comes up with the idea of entering a new market, andsomeone else comes up with an even "smarter" idea – closing down thesmoking room. What a week! You start to wonderif you shouldn't just give up on it, because you'll probably get fired anyway,because the "new" one wants his own team. 

After all, he won't consider your performance or commitment. And what about a cigarette break andconversations about what's going on, chatting with others about projects and ideas? Fear advises – maybe persuadeothers to raise their hand and stand up against the closure of the smoking area,start meeting with headhunters, and no one will find out, stop working so much- you'll be fired anyway. STOP! It doesn't have to be that way.Let's start with the fact thatevery change arouses fear and inner rebellion. We don't like change; it's inour nature. We like everything in its right place – like a watch on the rightwrist. 

Change is naturally frightening. We like familiarity like this watch onthe correct wrist. Sudden change shocks someone avoiding water. But what if wetaught pople how to swim step by step? Show advantages, truth, involve andmotivate team. It's the same with change in organizations. Let's firstdemonstrate the benefits and purposes, engage, educate, seek advocates andallies, and then make a breakthrough. I found research dedicated to organizational change.

According to its authors, J. S. Oakland and S. Tanner, only 10% of companiesare successful in implementing it. The reasons for this are inadequate employeeeducation, a lack of ambassadors, and management commitment. New Client, New ProductA while ago, during avery long distance flight on a beautiful and so nice smelly plain, after a while, as is customary, the captaingreeted passengers, wishing all an amazing trip and assuring, that this journeywill be special, as it was the plane's maiden flight.

I don't want to describe thepassengers' expressions, the number of service call lights that lit up and thejingling of bells. Fear crept into our minds – a maiden flight? Surelysomething would break down, we probably wouldn't make it, what now?How do your customers feel whenthey learn they'll be served by another, new person? Fear – what will it belike, will I get used to it, why are they doing this to me, or maybe acompetitor will be better and cheaper, or maybe the supplier is having a bad timeand people are leaving? How DoYou Overcome Fear?

It’s about mindset, willingness,and proactive action. As the saying goes: “It takes two totango.” One party must lead—and often that’s you. 

Asking theright questions help avoid mistakes.If you’re planning change,consider these guiding steps (inspired by Kotter’s Leading Change, Harvard Business School Press, 1996):

1.     Engage

Hold honest conversations. Share vision, purpose, listen, ask questions, andallow time for reflection. Prepare for rumors though.

2.     Crisis Plan

Identify risks and scenarios. Plan mitigation. Murphy’s Law applies.

3.     Build Coalition

Find real influencers and involve them. Align language and narrative with eachgroup.

4.     Vision

Create an emotional picture of what’s possible and a path to get there—tailoredto different teams.

5.     Communicate Vision

Engage ambassadors, listen, refine your message. Use appropriate communication channels.

6.     Address Obstacles

Identify resistors and map departmental relationships. Understand context, upcoming changes, etc.

7.     Small Steps, Big Impact

Launch motivation programs. Recognition—even a handwritten “thank you” can workwonders.

8.     Analyze & Adapt

After each phase: review what went well and what didn’t. Adjust accordingly,keeping goals in focus.

9.     Anchor Changes

Share wins, publicly celebrate ambassadors, nurture new routines and solidifyprogress. Back tothe Sheriff’s StorySomeone asked the sheriff: “Whydo they always choose the gallows instead of the door?” He replied:

“They always choosewhat they know. They prefer that over the unknown. People fear what isunfamiliar. I gave them a choice.”When asked through the keyhole,“What is behind the door?” the sheriff replied: