You know that feeling when someone comes back from a brilliant leadership course, full of enthusiasm and new ideas? They're buzzing about all the changes they're going to make. Fast forward six weeks, and they're right back to their old ways. Sound familiar?

Here's the thing: most change efforts fail because they focus on behaviour without touching the deeper layer – our attitudes. And by attitudes, I don't mean whether someone's positive or negative. I'm talking about those ingrained habits of thinking that shape how we see ourselves, others, and the world around us.

What Are Attitudes Really?

Think of attitudes as your mental operating system. They're the automatic thoughts and assumptions that run in the background, influencing every decision you make. Unlike what many people think, attitudes aren't fixed personality traits – they're learnt patterns of thinking that can absolutely be changed.

The problem is, most of us aren't even aware of our attitudes. They've become so automatic that we mistake them for reality. A manager might think "I have to do everything myself because my team can't handle it" without realising this is just a habit of thinking, not an unchangeable fact.

As the renowned psychologist William James once said, "The greatest revolution of our generation is the discovery that human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives."

The Hidden Connection Between Thinking and Doing

Here's where it gets interesting: there's a fascinating relationship between our attitudes and behaviours, and it works both ways. Change your thinking, and your behaviour tends to follow. Change your behaviour consistently, and your thinking starts to shift too.

But here's the crucial bit – when we only focus on behaviour change without addressing the underlying attitudes, we create what psychologists call cognitive dissonance. It's that uncomfortable feeling when what you're doing doesn't match what you believe. And guess what happens? Your old attitudes eventually win, pulling you back to familiar patterns.

Why Surface-Level Change Doesn't Stick

Most traditional development approaches treat symptoms rather than causes. They'll teach you time management techniques without addressing the attitude that says "I'm not organised." They'll show you communication skills without tackling the belief that "conflict is dangerous."

This is like painting over rust. It might look better temporarily, but the underlying problem is still there, waiting to break through.

The real breakthrough comes when you address the attitudes – those habits of thinking – that drive the behaviours in the first place. When someone genuinely shifts from thinking "I'm not good with people" to "I can learn to connect with others," the behavioural changes become natural and sustainable.

The Power of Intrinsic Motivation

One of the biggest insights from behavioural science is that intrinsic motivation – change driven by personal values and internal satisfaction – is far more sustainable than extrinsic motivation that relies on external rewards or pressure.

When you work on attitudes, you're tapping into intrinsic motivation. You're helping people see why change matters to them personally, not just why their organisation wants them to change. This creates the kind of lasting transformation that doesn't need constant supervision or external rewards to maintain.

How to Actually Work on Attitudes

So how do you work on these habits of thinking? It's not about positive thinking or motivational posters. It's about practical, systematic work that helps people:

Become Aware of Their Current Attitudes
You can't change what you can't see. The first step is helping people recognise their automatic thoughts and assumptions. This often involves looking at patterns – when do they get stuck? What situations trigger certain responses? What stories do they tell themselves about their capabilities?

Challenge Unhelpful Thinking Patterns
Once someone recognises an attitude that's holding them back, the next step is examining whether it's actually true. Is "I'm not a natural leader" a fact or just a story they've been telling themselves? Often, these attitudes are based on limited experience or outdated information.

Develop New, More Effective Attitudes
This isn't about unrealistic optimism. It's about developing more accurate, helpful ways of thinking. Instead of "I can't handle conflict," perhaps "I can learn skills to manage difficult conversations effectively."

The Action Learning Difference

At LMI-UK, we've seen time and again that the most effective attitude change happens through action learning. This means combining new ways of thinking with practical application in real-world situations.

It's not enough to discuss new attitudes in a classroom. People need to practice thinking differently while doing their actual work. They need to experiment with new approaches, reflect on what happens, and adjust their thinking based on real experience.

This is why our programmes focus heavily on application between sessions. Participants don't just learn concepts – they test new attitudes and behaviours in their daily work, then come back to discuss what worked and what didn't.

Creating the Right Environment

Attitude change doesn't happen in a vacuum. People need the right environment to experiment with new ways of thinking. This means:

• Psychological Safety: Permission to try new approaches without fear of criticism or failure
• Ongoing Support: Regular touchpoints to discuss challenges and successes
• Practical Tools: Concrete techniques for recognising and shifting unhelpful thought patterns
• Real Application: Opportunities to practice new attitudes in actual work situations

The Ripple Effect

Here's what's fascinating about attitude work: when someone genuinely shifts their habits of thinking, it creates a ripple effect. Their changed behaviour influences others around them. A manager who shifts from "my team needs constant supervision" to "my team can grow and take ownership" doesn't just change their own performance – they create space for their team members to develop too.

As leadership expert John C. Maxwell puts it: "People may hear your words, but they feel your attitude." When attitudes genuinely change, everything else shifts – communication, decision-making, problem-solving, relationships.

Making It Stick

The key to lasting attitude change is making it systematic rather than accidental. This means:

• Regular self-reflection to catch old thinking patterns
• Practicing new attitudes in low-risk situations first
• Getting feedback from trusted colleagues or coaches
• Celebrating small wins when new thinking leads to better outcomes
• Building new habits that reinforce the attitude changes

The Bottom Line

If you want behaviour change that actually lasts, you've got to work on the attitudes – those habits of thinking that drive everything else. Surface-level change might look impressive initially, but it won't survive the first real challenge or pressure situation.

Real transformation happens when people shift how they think about themselves, their capabilities, and their situations. When attitudes change, behaviour change becomes natural and sustainable.

That's why the most effective development programmes don't just teach skills – they help people examine and evolve their underlying attitudes. Because when you change how someone thinks, you change how they act. And when you change how they act consistently, you create lasting transformation.

The question isn't whether attitude change is important for lasting behaviour change – the research is clear that it absolutely is. The question is whether you're ready to do the deeper work that creates real, sustainable transformation.