In every job there are things that you�ll really enjoy and parts that you don�t. It�s the things that we love that keep us engaged and productive, they provide us with energy and naturally increase our productivity. Schedule the things you enjoy at least once a day. If possible, engage in these things either first thing in the morning to get your energy levels up, or last thing of the day to finish on a high note.
It�s far too easy to get caught up in the things you don�t like and then complain about it later on. Before you know it, you dislike your job because you don�t get to do the things you enjoy. But this is up to you as much as any one else.
It�s easy to identify the things you like. They will be things that you get lost in, things you volunteer for and things that require no external motivation to get going. Make a list of these things and engage in them at least once a day.
If you find that you never get a chance to do these things, discuss them with your manager and find a way to incorporate them into your daily work.

It doesn�t matter if you are implementing a new customer service system, new processes or starting a new job.� Change always makes us a little apprehensive.� There are some people, however, who resist change to the point where it is unhealthy � for them, for the organisation and for us as instigators.� But it�s not their fault.� Their brain makes them do it.

The part of our brain that detects change, errors and anomalies is a hero and a villain.� When something is �different� it gets us interested.� We pay attention to it and most likely remember it for future reference.� This is novelty.

However, when there is too much novelty or error or difference, the activity in this brain region gets out of control causing fear and anxiety.� Because of the resources that these emotions use in their heightened activity, the part of the brain that actually stops these from interfering (the �braking� mechanism in our brain) cannot function because it is starved of fuel.� As a result, these people cannot stop the fear.

The only difference between the people who cope well and those who cope poorly is their baseline for change.� This is why people who have been in the organisation a long time, doing the same things, usually resist change the most.

What helps them reduce the activity in this brain region and allows them to re-frame the change?� There are a number of things, but the feeling of choice and control seems to be the main driver.� These help quiet the area of the brain that detects strong emotion and activates the braking mechanism at the same time.

The more control and choice that you can give people, the better they will adjust.� And, personally, the more control and choice you feel you have over change, the easier it is to cope.