As an executive coach and workshop leader my focus is on management behaviors.
Management practices are entering a new era. In a future that is coming at you fast, past successes will not have immunized you from having to deal with the new fundamentals. ‘Booster shots’ are essential. They will be in the form of active learning on many levels.
The best leaders have one characteristic that all experts agree on – their self-awareness is exceptional. A well coached executive understands what it takes to be a leader. They recognize their role, the impact of it, their strengths and their blind spots, and are continually honing their approach.
My focus for this blog will be on tendencies. A tendency is defined as:
- the likelihood of behaving in a certain way or going in a particular direction
- an inclination, a mindset, that favors one alternative over another.
The key question will be:
- Does your tendency control you, or do you control your tendency?
Why is it important to know whether you or the tendency is in control?
Well, it is a bit like cruise control while driving. It can be disconcerting or possibly disastrous if the driving conditions change and you don’t adjust the cruise control settings. Have you ever blew up at someone and realized afterwards that containing your anger would have been more effective or appropriate? How come you can be diplomatic when dealing with customers yet lose your cool when dealing with colleagues?
A few things to get you percolating:
- It is no longer ‘business as usual’ in today’s business world.
- Everyone has a good reason for doing what they do. However, it may not be appropriate for the current situation, phase/stage of life, or the expectations of your role.
- Every skill and trait you posses is both an asset and a liability. The power is in knowing when it shifts. Your challenge is to determine whether your tendencies control you or you control them.
- Knowing where you go under pressure is one of today’s most valued possessions. This awareness affects decision making, your ability to stick to priorities, how you set limits, the way you handle conflict, and your ability to pace yourself personally and professionally.
- Understanding doesn’t change behavior. For example, dieting is one thing, while learning how to eat properly and change behavior is quite another matter. Most understand that to eat less and exercise more means you will lose weight. The greater challenge is the adapting phase: to find compelling reasons to change, and then invest time and effort in unlearning old habits.
- Beneath every judgment call, decision, or action, there are at least three stakeholders to consider:
- You and your value system, phase and stage of life, pressures and practices.
- Your role, what is expected of you by others, by your mandate and market conditions.
- The organization, its culture, its challenges, and pressure points.
Ideally you want these to align. However, that isn’t always possible. So, the clearer you are will make a difficult situation somewhat easier to handle. As a leader, you need to discern the difference between what you own, what goes with your role, and what the organization is doing to survive or strive.
Perhaps Join me on the journey
Join me as we discuss tendencies as it relates to self-management and to management behavior. It will be a place to acquire self-knowledge about your mindsets and the effect it has on others as a result of what you say or do.
What this blog won’t do is examine others management behaviors – there are numerous sites that focus on this. We can look at how their behaviors affect you and what that does to your effectiveness.
My aim will be to zero in on what is within your control and what you do or don’t do that contributes to outcomes.
Now it’s your turn. In the comment section below share with us how, as a smart person you’ve done a dumb thing and wondered why you actually did it. All feedback is appreciated!