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?