In today’s knowledge economy your behaviour is the most critical element in your performance, and you have the ability to manage it. If you conduct a self-examination, you will learn why and how to transform your daily routine from simply “going through the motions” to “making a difference.”
Self-examination takes willingness and courage. It is not an easy exercise to undertake because it has the potential to reveal negative aspects of yourself that can make you uncomfortable, or that you may be too busy to deal with or to correct. This kind of attitude however only prolongs the status quo – the established approach that no longer works (if it ever worked at all) in your current reality. There is no bad time to conduct a self-examination, much as there is no bad time to start behaving in a manner that increases your ability to connect with other people.
Self-awareness begins with self-examination. Self-examination helps you identify your mindsets, habits, emotions, and beliefs and then sorts them into “what works” and “what does not work.” More important, this in-depth awareness enables you to take consistent, deliberate, and disciplined actions to improve. Essentially, self-examination renews, refreshes, and/or resets your mind, giving you an opportunity to make better behavioural choices as you go about your day. Honing your skill of Positive Presence creates the mindset that is needed for self-examination and self-awareness.
So why is it that some people cling to inappropriate behaviour habits willingly? There are three basic reasons that explain the tendency:
Some people automatically reject change, regardless of how beneficial it may be. Also known as the Semmelweis reflex, this response represents our attachments to entrenched norms, beliefs, paradigms, and behaviours. This reflex is a form of extreme denial. The status quo is a better alternative, and no amount of evidence can prove to us that we are wrong. The Semmelweis reflex is operative in many organizations today. It is responsible for the failure to commit to innovation, transform dysfunctional cultures, and improve performance.
Some people refuse to accept that these behaviours are negative. In this case, the existence of these habits is acknowledged, but the idea that they are harmful to others is rejected. The typical thought is that if a leader has achieved success in their profession, then their habits must not have been bad. Author and executive coach Marshall Goldsmith provides an insightful explanation for this reasoning: “We think our past success is predictive of great things in our future…This wacky delusional belief in our godlike omniscience instills us with confidence, however unearned it might be. It blinds us to the risks and challenges in our work. But our delusions become a serious liability when we need to change… And that’s the paradox of success: These beliefs that carried us here may be holding us back in our quest to go there.”
Some people are not ready to change. Having the capability to change and the willingness to change are both necessary to transform behaviour. It is difficult to persuade people who are not mentally and emotionally prepared for a change. This level of resistance may only be overcome when the person is convinced that the change serves their best interest.
Behaviour change is a process. In fact, behaviour change is a lifelong pursuit of study, dedication and self-discipline. But it must be driven internally by the person, not externally by a third party: The person must make a commitment to their own development.
CORPORATE HARMONY is grateful to Dr. Michael E. Frisina for his contributions to this entry.
Catherine is the President and CEO of CORPORATE HARMONY, providing virtual solutions for leadership development and organizational culture change. Her leadership and coaching experience as a Project Manager in an ever-changing, fast moving technological organization with unrelenting demands drove her to the realization that a positive mindset and strength-building behaviors are essential for today’s complex and chaotic organizational systems. CORPORATE HARMONY’s virtual platform of programs, coaching and performance measurement, is an innovative online technology of tested proprietary content. The world-class content of CORPORATE HARMONY’s Positive Presence Program develops the skill of ‘Positive Presence’ and the necessary ‘Positive Presence Behaviour Competencies’ for maintaining a positive and energized mindset and increased performance in today’s complex work environment, and leading to a culture of collaboration and connection. Catherine’s vision for Corporate Harmony is to bring the skill of “Positive Presence” to the corporate world as it becomes more complex, ambiguous and chaotic. Catherine is uniquely positioned to impact organizations’ productivity and long term success, with her powerful vision of eliminating bad stress from every workplace around the globe, bringing purpose into the people equation to promote healthy, productive and meaningful work cultures and turn the tide on the neglect of mental health on a global scale. Catherine is author of the book: “CORPORATE HARMONY – The Performance Link for Today’s Modern Organization” Catherine can be reached at: Catherine.Osborne@corporateharmony.ca or go to ‘contact us’ on our website www.corporateharmony.ca. Catherine is available for consultation, and can be reached by 519-695-3407.