Let me share something relevant to change that I've noticed in my personal life. As a father of three young boys, I see a clear reflection of my own and my wife's personality in our children. Despite growing up together in the same household, with the same parents and under the same conditions, each child has developed their own distinct personality and behaves very differently from the other. The two older boys are now at an age where we can make meaningful comparisons of similar ages.
For example, my eldest son, now nine, is essentially a replica of me—quirky, direct, and sometimes a bit cheeky. When he was five, he would arrive home, bang the door open, toss his bag into the middle of the living room, and demand, "Dad! I'm bored, give me my tablet now!". My second son, who is now five, is an exact copy of my polite, composed wife. He walks in quietly, places his bag in the cupboard, and gently asks, "Daddy, may I please have a snack while we wait for dinner?".
What strikes me is that quite a few of their behaviours are not things we knowingly or subconsciously taught them. They are traits my wife and I exhibited as children but have since outgrown or learned to manage. This tells me that much of our personality, from major behavioural tendencies to almost unnoticeable tiny habits, must be built into our DNA, acting as a blueprint for who we naturally are without external influence or nurture.
As I looked into it, I found that this observation has been confirmed in several studies, including a widely cited paper by psychologist Robert Plomin, which highlights the significant role genetics play in shaping personality traits. Specific traits, such as impulsiveness, sociability, and even how we handle stress, can be traced back to our genetic makeup. Plomin’s research suggests that while environmental factors, like upbringing and education, certainly have an influence, up to 50% of our personalities can be attributed to genetic factors. These findings shed light on why certain behaviours and the value they attribute to those behaviours, such as my eldest son’s directness and my second son’s politeness, are innate rather than learned. Robert also noted that parents only influence their children’s personality by about 10%. The remaining 40% comes from their personal experiences, such as friends and education.
Personality traits and resistance to change
This insight certainly influenced how I approach my work in organisational transformation. I’ve often seen individuals acting as blockers to change, and I believe this is rarely because they are simply unwilling to adapt. More commonly, it’s because they are being told to change but don’t know how to align their natural behaviours with the new expectations, creating a conflict that leads to resistance. Psychologically, this kind of dissonance can cause individuals to feel threatened or uncomfortable, as it challenges their sense of identity and disrupts established ways of working. People tend to fall back on what feels natural to them, especially in times of uncertainty, which can lead to defensive behaviours or perceived stubbornness when facing change.
Because these traits are deeply personal and not tied to the organisational culture or neccessarily the nature of their team’s work, it isn’t sufficient to only provide change management—specifically, enablement, education, and support—at the organisational or team level. We must look deeper and consider individuals who are spread across different teams but share certain behavioural traits that could make them more likely to resist change.
Potentially challenging traits may not currently be problematic, but when they clash with new ways of working, they can become barriers to progress. For example, traits like cautiousness or a strong preference for routine can manifest in behaviours that may appear as resistance to new systems or processes.
To effectively address these challenges, leaders need a structured framework to assess and engage with their teams on an individual level. Tools like the LEGO® SERIOUS PLAY® methodology or other interactive workshops provide systematic approaches to understanding team members' readiness for change. These frameworks enable leaders to identify potential resistance rooted in innate behaviours, provide psychological safety, and to develop tailored strategies that align individual strengths with transformation goals. While this article focuses on the impact of personality traits on change management, I plan to explore specific frameworks and practical steps leaders can take in a follow-up article.
Identify and reframe challenging traits
I don’t believe that personality traits are inherently negative. They are psychological drivers that influence us and our behaviours in certain ways, often depending on the situation. Much like a hammer can be used to build or to break, personality traits can either hinder or support transformation depending on which behaviours they manifest in a given context.
Take cautiousness as an example. While it can be perceived as resistance when someone is overly hesitant about new processes, the same trait can be a valuable asset when applied constructively. Risk teams can leverage cautiousness to identify potential pitfalls in a transformation initiative, and identification helps the team develop strategies to mitigate them. Importantly, we don’t try to change the trait itself; we redirect its application to a supportive role in the transformation process, shifting it from being a blocker to being a contributor.
I do want to stress that the transformation itself must be properly planned and executed. The organisation should have a clear vision, well-defined objectives, and a realistic plan in place. Transformation also requires sufficient support, education, and guidance to help teams navigate the change process. If these foundational elements are missing or poorly managed, addressing individual personality traits is somewhat irrelevant, as the transformation is likely to struggle regardless. If the transformation is well executed, but specific individuals are still struggling or blocking, then these traits may be worth considering.
A successful change management strategy includes guiding people to apply their inherent traits in behaviours that support transformation. Instead of forcing individuals to change their natural tendencies, we should show them how their personality traits—such as cautiousness or perfectionism—can align with transformation goals and add value. By reframing these traits as assets and providing clear examples of how they can be applied with constructive behaviours, we create a more positive response. This approach helps individuals feel valued and empowered, enabling them to see their role in driving transformation forward without compromising their identity.
I have seen the following personality traits manifest behaviours that are common blockers to change, and they can often be identified through these observable behaviours. By recognising them and understanding which trait they are a manifestation of, organisations can better guide and support individuals on this journey.
Cautiousness/Indecisiveness
Cautiousness/Indecisiveness can manifest as an aversion to taking risks or trying new approaches. This can result in behaviours such as delaying decisions, avoiding innovative and risky projects, or waiting for others to lead the way. The blockers stem from a deep concern about potential failures or unanticipated consequences. However, when applied constructively, caution can be a valuable asset. Cautious individuals can be instrumental in thoroughly vetting new ideas and initiatives within their area of expertise, highlighting potential risks and ensuring feasibility and mitigations are in place before full-scale adoption. By providing a structured environment where caution is seen as a contribution rather than resistance, this trait can be channelled to enhance the transformation process.
Perfectionism
Perfectionists often struggle with change because they seek flawless execution, which can cause delays or hesitation in adopting novel systems or processes. Behaviours such as focussing on minute details and making constant adjustments can lead to bottlenecks, scope creep, and delayed timelines. However, perfectionism is not inherently negative. Perfectionists can be encouraged to refine certain aspects. For example, ensuring that the final user experience is polished and highly functional or verifying data accuracy and completeness as this is critical in modern, data-driven strategies. In this way, their attention to detail becomes a strength that enhances the quality of the transformation rather than a delay in progress.
Dependence on structure
This trait can manifest as a strong preference for defined roles, processes, and clear instructions. Individuals with this tendency may struggle in environments where flexibility or agility is required, often becoming paralysed when there is a perceived lack of structure or too much ambiguity. However, when reframed, this trait can be leveraged to create detailed processes and guidelines in situations where structure is necessary, helping others transition more smoothly to the new way of working. For those unfamiliar with Agile, there’s often a misconception that it is entirely unstructured and chaotic. However, Agile frameworks do provide structure through defined roles, ceremonies, and iterative processes. Educating individuals who prefer structure on how Agile operates and showing them how they can create structure within its guidelines can help ease their discomfort. For example, someone who thrives on clear processes can take ownership of documenting sprint goals, managing backlogs, or ensuring consistent retrospective practices.
Impatience
Impatience often manifests in a reluctance to invest time in new processes or systems that may take longer to implement or deliver results. Individuals with this trait may become frustrated with what they perceive as slow progress, resulting in a lack of buy-in for projects that require a longer-term commitment. However, when channelled effectively, impatience can become a powerful driver of efficiency and speed. Individuals with this trait are often adept at spotting bottlenecks, inefficiencies, and unnecessary steps in workflows. They can be encouraged to challenge bureaucracy and push for quicker decision-making. By positioning these individuals in roles where they can actively streamline processes—such as in business process re-engineering (BPR) or lean process improvement—they can help teams remain focused on delivering quick, incremental value while maintaining a healthy sense of urgency throughout the transformation. Their natural impatience can ultimately create a more agile, responsive working environment where progress is measured and felt consistently, helping to sustain momentum in long-term projects.
Over-optimism
Optimists may sometimes overlook potential risks or challenges, pushing forward without fully considering necessary precautions. While not necessarily a blocker of transformation, this trait can lead to rushed or poorly thought-out decisions. However, optimism has a powerful upside—it can energise teams and generate momentum, especially in transformation communication. When balanced with more cautious perspectives, optimism can spark bold thinking and inspire teams to take calculated risks that creatively overcome difficult blockers. To harness this trait effectively, organisations can support optimistic individuals with data and risk assessment insights and pair them with those who take a more measured approach. This way, their natural enthusiasm is grounded in reality, and they can maintain momentum without neglecting necessary precautions. Getting them to run internal presentations or motivational speaking sessions can further channel their energy, positioning them as advocates of new ways of working.
Transformation initiatives that can help
To support behavioural shifts as part of a solid transformation plan, organisations can develop targeted training, activities, and educational content that helps groups of individuals with shared traits understand how to apply their tendencies in constructive ways. This requires a focused approach that addresses the unique characteristics of each trait we've identified.
Cautiousness/Indecisiveness
Cautious and indecisive individuals can thrive when given the right tools and support to apply their careful, measured approach to decision-making. Workshops focused on risk assessment and mitigation can help these individuals practice evaluating potential pitfalls during transformation initiatives. Role-playing exercises can immerse them in scenarios where they must weigh risks and propose solutions, reinforcing the value of their contributions in ensuring thoughtful, well-considered decisions.
Structured decision-making frameworks, such as decision matrices and prioritisation techniques, can further assist indecisive individuals in making timely choices without feeling overwhelmed. These tools break complex decisions into smaller, more manageable steps, helping to reduce hesitation. Data-driven decision-making training can also empower them to rely on objective criteria, preventing paralysis due to fear of making the wrong call.
Creating a supportive environment where team-based decision reviews are encouraged can alleviate some of the pressure, allowing them to contribute well-rounded perspectives without feeling solely responsible for outcomes. It's equally important to provide access to relevant data—establishing a dedicated team responsible for collecting and visualising transformation metrics can help cautious and indecisive individuals make informed decisions. By framing their natural tendency for thorough consideration as an asset, they can become valuable contributors in guiding the organisation through careful, balanced transformation.
Perfectionism
For perfectionists, provide clear guidance on when attention to detail is most valuable and when flexibility is required. Educational content should be tailored to help them understand the different phases of a project and identify which stages benefit from their meticulous approach and which require quicker, iterative decision-making.
One approach is to create online courses or workshops that break down each phase of a typical transformation project—such as planning, execution, and final review. These courses can clarify that while the early stages of a project may demand adaptability and rapid prototyping, perfectionists can make a significant impact during critical review stages, where their eye for detail can enhance the final product’s quality and reduce errors.
To supplement this learning, real-world case studies can be integrated into the content, highlighting successful projects where perfectionism, applied at the right moments, significantly improved the outcome. These examples will show perfectionists how their natural tendencies can be aligned with project timelines to prevent delays while still ensuring high standards.
Incorporating role-specific guidance is also critical. Perfectionists should be assigned to areas or phases with quality control, auditing, or final-stage refinement. Encourage collaboration with more adaptable team members in earlier stages of the project to ensure progress isn’t hindered.
Lastly, providing project templates and frameworks can help perfectionists channel their need for structure in constructive ways. Templates for quality assurance, documentation, or testing will allow them to focus their precision on valuable contributions without causing bottlenecks. These measures can help perfectionists feel that their strengths are appreciated while ensuring they contribute to transformation efforts efficiently.
Dependence on structure
Individuals who thrive on structure often struggle in environments where roles, responsibilities, and processes are less defined, particularly during times of transformation. To support these individuals, workshops should focus on providing clarity around the changes they will encounter, with an emphasis on defining their new roles and responsibilities within the transformed organisation. These workshops can be designed to develop clear RACI (Responsible, Accountable, Consulted, Informed) matrices for each role, giving them a concrete understanding of their place within the team and reducing ambiguity around expectations.
In the context of Agile environments, it’s important to dispel the misconception that Agile is entirely unstructured. Agile frameworks, such as Scrum or Kanban, offer a degree of structure through roles like Product Owner and Scrum Master and set practices such as sprints, backlog refinement, and daily standups. These structures provide a framework that can help those who depend on defined processes feel more comfortable and reduce their anxiety around open-ended, flexible environments.
To further ease their discomfort, it's helpful to offer templates or guidelines for recurring tasks, such as sprint planning, progress reporting, or task prioritisation. By providing reusable assets—such as standardised documentation templates or workflow guidelines—you can enable these individuals to highlight and help create consistency where they feel it is lacking. Additionally, guiding them to focus on areas where they can formalise processes and document best practices will not only benefit their comfort but also contribute valuable, reusable resources for the broader organisation.
Encourage them to own the process documentation and become advocates for building operational assets that will support the wider team’s success. This aligns their need for structure with the broader goals of the transformation, ensuring they contribute constructively while maintaining a sense of control over their responsibilities in the evolving environment.
Impatience
Impatient individuals often have a strong drive for quick results, which can be a valuable asset when harnessed correctly. However, this impatience can lead to skipped steps, overlooked details, or rushed decisions if not managed properly. To channel this energy constructively, workshops on project management and Agile methodologies can be instrumental. These sessions should focus on teaching how to break down long-term projects into short, manageable sprints or phases, allowing impatient individuals to see consistent progress without undermining the overall timeline or skipping crucial steps.
Agile, with its iterative process and emphasis on delivering incremental value, is a particularly effective framework for these individuals. By emphasising the importance of quick but measured wins through tools like sprint planning, daily standups, and retrospectives, impatient individuals can be taught to work within a structured system that rewards speed while maintaining quality and precision. This helps prevent the frustration that often arises when longer-term results seem distant.
Additionally, they can be assigned roles that involve identifying bottlenecks or streamlining processes. Their natural impatience makes them well-suited for spotting inefficiencies and pushing for faster ways of working. Encourage them to take on leadership roles in Lean initiatives or process optimisation, where they can apply their desire for rapid results in ways that genuinely improve workflows and accelerate progress without cutting corners.
By reframing impatience as a tool for driving efficiency and focusing on delivering consistent, incremental progress, organisations can help these individuals become valuable assets in maintaining momentum and avoiding disruption. This ensures their energy is directed towards constructive outcomes, benefiting the entire transformation process.
Over-optimism
Over-optimistic individuals bring enthusiasm and energy to transformation projects, but their tendency to overlook risks can lead to rushed decisions or unrealistic expectations. To leverage their optimism constructively, organisations should provide balanced training that emphasises the importance of calculated risks. These sessions can focus on demonstrating how optimism, when paired with careful risk management, can drive innovation without exposing the organisation to unnecessary dangers.
Workshops can include case studies that show both the successes and pitfalls of unchecked optimism, highlighting the value of taking a more measured approach. By teaching over-optimists how to assess potential risks while still maintaining their forward-thinking attitude, they can become key contributors to creative problem-solving and long-term strategy development.
Additionally, encourage collaboration between over-optimistic individuals and more cautious colleagues. This balance helps ground their ideas in reality while still fostering bold, visionary thinking. Structured brainstorming sessions, where both optimistic and cautious individuals are tasked with developing solutions together, can lead to more innovative but realistic outcomes.
Assigning over-optimists to forward-looking roles, such as product development or innovation strategy, allows them to drive creative thinking while ensuring they remain aware of the broader risks involved. By helping them understand how to temper their enthusiasm with practical considerations, organisations can channel their optimism into driving sustainable innovation and progress.
Conclusion
Ultimately, the goal of these initiatives is not to change who people are but to help them understand how their natural traits can be aligned with organisational transformation in a way that benefits both the individual and the company. By reframing traits like cautiousness, perfectionism, impatience, or over-optimism to align with constructive behaviours, we shift the narrative from resistance to opportunity. Individuals can see that their core strengths are not only recognised but also valued and applied effectively.
When people feel that they can contribute without compromising their inherent tendencies, they become more engaged, more confident, and more willing to participate in the change process. This approach fosters a culture where diversity of thought and personality is embraced rather than seen as a barrier. It also ensures that transformation efforts are grounded in a realistic, human-centric strategy, where individuals are empowered to bring their best selves to the table.
In the end, successful transformation isn’t about forcing uniformity or eliminating differences—it's about leveraging those differences to create a more agile, innovative, and resilient organisation. By providing the right support, education, and frameworks, we can turn potential blockers into key drivers of progress, ensuring that both the organisation and its people thrive in times of change.