Every organization is trying to change something. It’s human nature that we believe everyone else should change – you want them to be more polite, productive, sensitive, helpful, positive, and responsible. But we don’t control other people effectively. We need to commit to change ourselves and celebrate the positive impact of the change with others.
Coaching Conversations
Often, during coaching sessions we hear complaints about “others” and frequently we wonder if the complainer has any idea how much they are demonstrating the very behaviour they are railing against?
- “I can’t stand it when someone talks about somebody else behind their back.”
- “I don’t get it. Others are so negative!”
- “I hate it when people show up to meetings unprepared.”
These are common habits that almost everyone exhibits.
Everyone Else Should Change
We usually have no idea we’re doing it. It goes against our perception of ourselves. It’s not malicious or mean-spirited as much as it is a defense mechanism. To admit we need to change creates cognitive dissonance. Margaret Heffernan , a well known CEO, public speaker, and professor in the UK calls this Willful Blindness.
Change isn’t easy, but it needs to start with you. Ask for and be open to honest feedback. Acknowledge those brave enough to give it to you. Ask:
- “What do I do that gets in your way of being your best self?”
- “Are there things I could do to improve the atmosphere, culture, performance, and success of the organization?
- “What should I start doing differently in order to lead positive change?”
Commit to Change
As company owners and/or business leaders, it’s easy for us to believe that we are right, they are wrong and life would be sweeter if they changed. While there may be a grain of truth in such thinking, it doesn’t work. It’s not helpful. It stifles rather than encourages the kind of changes you want. Change starts with you and ripples outward.
For a more formal and accurate review of what others think, consider a 360-degree survey that provides a detailed report that is measurable and offers suggestions for change. Our Results-Centred 360 is a popular tool for assessing the differences between a leader’s perceptions and those of their manager, their peers and their direct reports.