Archives for July 2016

What Beliefs and Perceptions Have to Do with Behavior

Tweet about this on TwitterShare on FacebookGoogle+Share on LinkedInEmail to someone

Oftentimes, we look at someone’s behavior that’s different from our own and say, “that’s bad behavior or I don’t like their behavior.” When we judge someone’s behavior as less desirable than our own we create a barrier between the other person. This barrier reduces our leadership influence and effectiveness.

When you are a leader or in a position of influence or authority, I suggest you not do that. I recommend you no longer look at a persons behavior and instead look at the beliefs and perceptions that drive their behavior.

If we want to influence how someone behaves, we can do so more effectively when we modify a belief or perception the person holds. When beliefs of perceptions change behavior follows suit.

Let me give you an example. If an employee believes that by walking into work their work life is going to be a long slow slog through enemy territory with bullets flying over head, and their perception is that nobody cares that they’re in the battlefield, their behavior will be protective and uninspired. They will not be concerned with what happens to customers or other employees because they’re in hunker down and self protection mode. If you as a leader were to look at their behavior you’d likely determine they’re disengaged, disrespectful toward others and lacking concern for the customer. If you did you’d be missing the bigger picture. You’ll have gotten trapped in focusing on their behavior as opposed to what drove their behavior.

You and I have beliefs and perceptions that are not serving us well. As a matter of fact, there are aspects of your behavior that are not conducive to you accomplishing what you want to accomplish. But you can’t perceive these limiters and need a vehicle for seeing your beliefs and perceptions in a new light.

A vehicle for shedding light on your behaviors is my Mastering Your Mindset Special Report. If you have not downloaded your copy please do so. Outlined in the report are nine negative thinking habits that will help you uncover the beliefs and perceptions that are hindering you from performing at the very highest level possible. Below is a link for you to download it.

Ladies and gentlemen, I’m going to make a counter-intuitive recommendation to you this week. If you want to change someone’s behavior, don’t pay attention to their behavior. Pay attention to their beliefs and perceptions and try and alter them in some way. Provide a new perspective, a new data point, a new insight from a trusted colleague. When you do their behavior will change automatically.

This week, remember that the greatest leverage you have in securing higher levels of performance comes from changing the beliefs or perceptions about higher performance.

Hugh’s Monday Morning Mindset Questions:

1. What beliefs or perceptions do you have that are holding you back?

2. What’s the impact your beliefs and perceptions are having on others?

3. What strategy from the Mastering your Mindset Special Report will help you address these issues?

6 Steps to Getting Clear

Tweet about this on TwitterShare on FacebookGoogle+Share on LinkedInEmail to someone

Clarity is essential to improved performance. Leaders and teams must have clarity about the objectives to be achieved, the methods for achieving the objectives and whose responsible for driving progress toward the objectives. Without this level of clarity progress is stalled.

This came to mind after several interesting conversations last week. One conversation involved being approached to be the keynote speaker for eight hundred people at an annual conference for one of my clients. I spoke with the individuals charged with vetting speakers, and they outlined the desired leadership subject matter and thought I was a perfect fit based on my Transformational Leadership Program.

But before I commit to speaking to an audience I always ask to talk with the executive responsible for the success of the event. I want to hear first hand what they want audience members to walk away thinking, knowing, feeling, believing or doing.

On this call I learned that the ultimate goal of the event is for people to work better together. I mentioned that this was different from what I heard earlier. “Well, if you go to our website you’ll see that what we’re saying aligns with what’s listed on our website for registrants”. When I visited the site the primary focus I found was how to overcome obstacles.

After additional calls and meetings to get clear as to how I can help make their conference a great success, I realized that there are six aspects of getting clear; whether you are planning an event for eight hundred people or for a meeting of eight people, you must have clarity in to make progress. They are:

1. Clarify the purpose. The first question is, ‘what is the purpose of being together?’ What is it you really want to accomplish and or what are you striving toward?

2. Clarify the results. How will you know that you’ve been successful? What’s the end result and what will people say afterward?

3. Clarify the required skills. What skills or experience do you need? If you need a keynote speaker, do you want them to have a message focused on leadership, teaming or overcoming obstacles?

4. Clarify the time frame. What’s the time frame for making decisions or achieving milestones?

5. Clarify who is accountable. Who’s going to be accountable for certain decisions and or budget issues?

6. Clarify the reporting process. How are you going to communicate and report to everyone the progress you’re making toward item number one?

When you get clear you will accelerate toward that which you want to accomplish.

Hugh’s Key Question
Which of the above six aspects of getting clear do you need the most help with? If you were to have clarity around this issue, what would be the impact on your performance?

Converting A “I want a deal” Mindset To A “I want The Highest Value” Mindset

Tweet about this on TwitterShare on FacebookGoogle+Share on LinkedInEmail to someone

Do you have a “looking for a deal” mindset or a “looking for value” mindset?

I was involved in a conversation the other day where someone asked my wife about purchasing a standup paddle board, and if by attending an event she recommended they could get a good deal. This conversation piqued my interest because the person asking is a successful business owner and someone with a positive mindset.

I believe they asked the wrong question. As a successful entrepreneur they should not ask if they can get a deal. They should ask whether by attending an event they can find a standup paddle board that provides them with the highest value.

This is an important distinction. When we look for a deal, what we are looking for is either a reduced price or for someone to add something to the pot as a sweetener. A two for one deal for example or a 20% discount.

When you go through your day with a “looking for a deal” mindset you cannot simultaneously cultivate a “looking for the highest value mindset”. High value relates to something enriching, rewarding and beneficial or valuable. It’s something with a high return on investment.

One of the principles we live by at Claris Consulting is the high value / high return on investment principle. For example, if a client invests $10,000 with us we want to turn the $10,000 invested into $100,000 worth of value for the client. This ROI mindset permeates all our interactions and conversations.

If you are going through your professional life looking for a deal you are not looking for, creating and communicating value. The people you interact with pick up on this subtle clue and in turn try to get a deal from you. They look for a deal with regard to your fees, and in turn your revenue and profit goes down.

If you want to increase your fees, revenues, and or profitability, you should stop focusing on getting a deal and start focusing on providing extraordinary value to the people that matter most to you and that are willing to pay you a commensurate fee for the high value you undoubtedly provide.

This week, invert your mindset. Start thinking about how you can create and communicate extraordinary value in each conversation you have. When you focus on the value of your high return on investment ideas, products or services, your revenue, profitability and performance will go up.

The 3 Strategies For Cultivating a Flourishing Mindset

Tweet about this on TwitterShare on FacebookGoogle+Share on LinkedInEmail to someone

This is a wonderfully clear purified glass of water that just came from my water purification system in my kitchen. This is a glass of water that is filthy dirty. If I were to host you and offer you these two water choices, which would you choose? You’re going to choose the clear purified water.

Let’s consider for a moment that the glasses represent a person’s mindset. If this is the mindset of an employee that is interacting with one of your customers, what would the customer experience be like? It will be 180 degrees different than if it were from this glass of water. One represents clear thinking and without impurities. It is healthy for us and is appealing. This dirty glass is the opposite. This begs the question, which do you want your customer to experience?

I’ve been studying mindset for over twenty years and I’ve concluded that a leader’s primary job is to create an employee mindset that cultivates a customer experience that is rewarding and highly differentiated. That means that there are times when an employee’s mindset needs purifying. How do you do that? If you’re a leader or manager or you’re someone that sees a negative mindset, I suggest you do three things:

  1. Clarify the desired customer mindset. You have to get crystal clear about the mindset you want the customer to have. You have to articulate what each customer will feel, think, know and believe about your organization.
  1. Clarify the desired employee mindset. Leaders get crystal clear about what kind of mindset is required in order to create the customer mindset. By that I mean, leaders get very specific about the behaviors, attitudes and thought processes an employee will cultivate in order to create the customer experience.
  1. Measure your mindset. One of the most important questions a leader and employee then asks is, “did I do my best today to cultivate the mindset outlined in step two?” I suggest a self-rating system of between one and ten for each trait. Also, once a month at a team meeting, each employee and manager shares where they have been successful and where they are struggling and best develops best practices.

Ladies and gentlemen, you do not want a dirty mindset showing up in front of your customers. You want a clear and compelling mindset…and it is your primary job to create it. If you utilize these three steps you’ll cultivate a customer experience that will be truly extraordinary. That, ladies and gentlemen, is the best way to purify your mindset, purify your employees mindset and create a mindset that the customer really wants to experience.

What You Tell Yourself Matters More Than What Others Tell You

Tweet about this on TwitterShare on FacebookGoogle+Share on LinkedInEmail to someone

There is one idea I want all of my coaching clients to understand and own. It is that:

“What you tell yourself is of far more importance than what others tell you.”

You see, what happens in between your ears is incredibly important. It’s so important that I wrote the Mastering Your Mindset special report to address the nine negative thinking habits all of us engage in. Here’s an example of how important what you tell yourself is.

Last week I had the pleasure of meeting two people who have been watching the Monday Morning Mindset for a couple of years. I had a hard copy of the report and I asked one of the individuals if they would like a hard copy. They said, “I have an electronic version, but I’d love a hard copy also”. I asked, “what is it about a hard copy that’s appealing?” They replied, “Because I’m old.”

I stopped and said, “Wait a minute. What did you say? Did you say you are old?” I suggested; actually, I may have blurted out, “How you describe yourself determines the way you show up with other people”. Do you want to describe yourself to others as old?”

The most successful clients I have describe themselves in positive terms. They may describe themselves as generous, grateful, vibrant, invigorated, intriguing or interested in others. Imagine if you described yourself in this way. What would be the impact on your behavior? It would be powerful because the words we use to describe ourselves are planted in the fertile soil of our thinking, and they take root and they grow.

Now there is no real harm if someone says I want a hard copy of your special report because as I get older I need glasses. That’s okay, but I would even put a positive spin on needing glasses. I would say; “It’s much easier for me to assimilate information in a hard copy as opposed to electronically”. It’s a small but positive twist ladies and gentlemen, but the small twists we implement make a huge difference.

This week, pay very close attention to the words you use to describe yourself, your work and your customer interactions. To take this idea of using positive self-descriptors to heart, I recommend you create a list of four or five vital and invigorating words that best describe you and use them everyday for a week. When you do, you will have a much more effective workweek.