Why People Really Change: Lessons from John Maxwell

And What It Means for Leaders Trying to Move the Needle

In all my years working with people—whether on plant floors, in staff meetings, corporate boardrooms, or casual conversations—I’ve seen one universal truth: real change is rare. People say they want it. Leaders talk about it. But getting someone to actually do it? That’s a whole different game.

I’ve come to believe that meaningful change is like water in the desert—everyone’s desperate for it, but few know how to find it or create it. And that’s especially true in today’s fast-moving work environments, where teams are constantly asked to adapt to new technologies, processes, and market demands.

John Maxwell says there are only four reasons a person will change. After nearly four decades in the people business, I believe he’s spot on. So, let’s unpack them—and more importantly, let’s talk about how you can use them to lead better, parent better, coach better, and maybe even grow yourself along the way.

1. They Hurt Enough That They Have To

Pain creates clarity.

Pain is one of life’s greatest motivators. Nobody likes it, but it has a way of cutting through excuses and forcing action. Think about the employee who starts showing up on time after a warning, or the manager who begins listening—finally—after their best team member quits.

"Change is painful. But nothing is as painful as staying stuck somewhere you don’t belong." – John Maxwell

The Productive Discomfort Zone

As a leader, don’t shy away from healthy pressure. Sometimes the most compassionate thing you can do is not rescue someone from their consequences. Your job is to create what I call the “productive discomfort zone”—that sweet spot where people are uncomfortable enough to grow but not overwhelmed.

Supporting Research

Dr. B.J. Fogg, founder of Stanford’s Behavior Design Lab, found that pain points are often the strongest triggers for behavioral change. When the status quo gets painful enough, people find motivation they didn’t know they had.

Real-World Example

I once worked with a plant missing its quality targets month after month. Reports were filed. Meetings were held. Nothing changed—until customers started rejecting shipments and the plant began bleeding $50,000 a week. Suddenly, that dusty improvement plan became the #1 priority. Within 90 days, defect rates dropped by 72%. Pain moved the needle.

2. They See Enough That They’re Inspired To

Inspiration isn’t fluff—it’s fuel.
When people catch a glimpse of what could be—a better version of themselves, their job, or their team—something inside them shifts. That’s why vision, stories, and great leadership matter so much.

“People may hear your words, but they feel your attitude.” – John Maxwell

Paint the Picture

As a leader, be a vision-caster. Show people what’s possible. Paint a future they want to be part of—not just with words, but through your actions. Help them see themselves in that better tomorrow.

Backed by Research

According to McKinsey, employees who feel inspired by their leader are 125% more productive than those who are merely satisfied.

Vision doesn’t just energize—it multiplies.

Grounded in Scripture

Two verses, when paired together, offer timeless and practical leadership insight:

“Where there is no vision, the people perish…” (Proverbs 29:18)
“Write the vision and make it plain…” (Habakkuk 2:2)

This isn’t just spiritual wisdom—it’s leadership 101.

3. They Learn Enough That They Want To

Knowledge is the bridge between resistance and ownership.

Sometimes people resist because they simply don’t know better. But once they understand the why and the how, their mindset shifts—and so does their behavior.

"Learning is not attained by chance; it must be sought for with ardor and attended to with diligence." – John Maxwell

Teaching for Transformation

My former boss at Advance Auto Parts, Floyd Gregory, once told me: “You never lose an opportunity to teach.” That stuck. As leaders, we can’t assume people understand. Break it down. Make it clear. Then support them through the change—not just with info, but with intentional follow-up.

Case Study: ERP System Rollout

Years ago, I helped a company roll out a new ERP system. The first training? All about buttons and procedures. It flopped. So we redesigned the approach—tailored use cases, department-specific benefits, and a clear link to pain points. Resistance dropped. Engagement soared. The same folks who once dragged their feet became system champions. They didn’t just learn—they understood.

4. They Receive Enough That They Are Able To

Support is the launchpad for change.

Sometimes, people want to grow—but they don’t feel equipped. They need time, tools, resources… or just someone to believe in them long enough for them to believe in themselves.

"People don’t care how much you know until they know how much you care." – John Maxwell

The Power of Belief and Resources

This aligns with the psychology of self-efficacy—coined by Albert Bandura. When people believe they can succeed, they persist through challenges. Leaders play a huge role in creating that belief.

Real-World Redemption Story

Years ago, a plant supervisor approached me after a tense encounter and asked why he wasn’t being considered for a next level leadership position. I told him the truth: "Your tone is demeaning, threatening and disrespectful.   I’m still trying to figure out how you were ever promoted into a supervisory position."

It stung—but he listened. Weeks later, he came back and asked for help. When we started leadership training,  he sat in the front row, asked questions, and was highly engaged in group discussions.

He owned his growth, applied what he learned and was eventually promoted to the next level. 

He changed because he experienced the pain of honest feedback—but also received the support he needed to grow.

Final Thought: Leadership That Creates Change

If you're trying to lead people through change, remember this:

You’re not just managing tasks. You’re leading people and people don’t change because of policies or programs.  They change when one of these four forces kicks in.

"Leadership is not about titles, positions, or flowcharts. It is about one life influencing another." – John Maxwell

So here’s the question to ask the next time you’re frustrated with someone who’s stuck:

• Are they hurting enough to want to change?

• Are they inspired enough to move?

• Have they learned enough to see why it matters?

• Have they received enough to believe they can?

"The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails." – John Maxwell

Which will you be?

In the end, your legacy won’t be measured by the policies you wrote or the emails you sent. It’ll be measured by the people you helped transform.

As Maxwell reminds us:  "A leader is one who knows the way, goes the way, and shows the way."

Now go show the way to change.