In my practical work with clients, we are often working to change a certain behavior. Customers want to learn new behaviors or stop doing something that is counterproductive. Behavior is often part of the client's eligibility criteria with every skill that has specific behaviors defined.
I was a recently trained auditor who would be more optimistic. She wanted to change her story about how bad it was at work, and the challenge of disastrous assumptions. She would rather focus on solutions to the company than problems.
We participated in the works of Byron Katie. Think about a certain thought you want to change and ask yourself the following four powerful questions. You may find yourself thinking and working differently.
1. Is it true?
2. Can you completely know that's true?
3. How do you respond when you think of the thought?
4. What image are without thought?
How difficult is it for you to change your behavior? Do you like to change people's behavior challenge?
All leadership comes down to this: changing people's behavior.
Alan Deutschman in the Fast Company ( Change or die May 2005)
Changing people's behavior is the most important challenge for business competitiveness in an unpredictable environment.
The main issue is never a trend, structure, culture or system says Dr. John P. Kotter, employed Harvard Business School professor specializing in leadership. The essence of the matter is always about changing people's behavior.
What works and why is the change so incredibly difficult?
A Fast Company Article, Change or Die (May 2005), shows that when one in nine people looks at health problems like heart disease it is necessary to change their lives to live longer.
Memory is hard to change, but so many things in our lives are aimed at doing so. We deal with vendors who need to respond quickly, subordinate who needs to perform a different task or match that should acknowledge the importance of the project and commit to it. We clearly recognize the need for others to change their minds and act differently. We also know that we need to change our own minds at certain times.
Many of us are professional participants in changing people's minds. The CEO, Managing Director or Officer must convince and secure the commitment; The retailer must close sales and convince consumers to think differently about new products. Consultants and coaches must change minds to motivators and individuals to perform better for better results.
Why are our brains wired in a way that seems to resist the changes so tight? In his book how we can change how we work (2001), the authors Robert Kegan and Lisa Laskow Lahey described the resistance process and how the natural tendency of our bodies and minds is to turn to what they are used to doing which is a process called home urgency.
In this new century, with ever-increasing brain discoveries, intellectual neurology has discovered evidence of what needs to help people change their thinking so that they can change their behavior? Professor Howard Gardner, Lifelong Learning and Specialist Consider, believes we have achieved this:
Of all types on earth, we are people who specialize in voluntary change of mind: we change our minds from other variables to our own minds. We have even created a variety of technologies that allow us to extend the sweep of changes in mind: powerful mechanical artifacts like writing equipments, television and computers. In the next decade change will continue and probably speed. Change of Thoughts 2004.
Working with a seasoned executive trainer skilled in emotional intelligence and implementing leadership assessment such as BarOn EQi and Index 260 can help you review some of your thoughts. You can become a leader as a mother emotional intelligence and social intelligence and encourage people to happily participate in the company's strategy and vision.