By Arthur F. Carmazzi
Leadership Development and Intensification of a Leader’s Insight – the First Step of Organizational Change and Corporate Re-Culturing:
Undoubtedly, it is essential for the leaders to have clear idea on the psychology of themselves and their people within an organization, for these are the tools that will facilitate greater success.
It is more difficult to acknowledge mistakes for a leader who has been more successful. When the standard policies that have won a leader his success don’t work, it is easy to become defensive, and the ability to act objectively is shut down when they need it the most. It is here that an intensive insight is imperative insight into their own actions and insight as to why others act and react the way they do. In this part, Leadership Development takes on a new perspective… Please watch the video first:
The function commences with the leaders cultivating a complete knowledge of why communication might collapse, why people develop beliefs about the company and how it affects them, and how ones own beliefs affect others and the overall culture. They arm themselves with the weapons to sail through the quiet and agitation of human emotions, emotions that determine culture, productivity and dedication.
Human beings are emotional creatures! This is a fact. Our brain feels 30,000 times faster than it acts, and it acts 30,000 times faster than it thinks. We are conditioned to react in certain ways depending on our surroundings, our past experiences and the associations attached to them, and our developed expectations. The things we run after are often not the things we basically want, it is what we associate to the things we go after that really make the difference. The process that originates our beliefs, emotions and motivations is as follows:
The brain processes information in one of three ways, Visual (thinks in pictures), Auditory (thinks in sounds and words), and Kinesthetic (thinks in feelings and sensations). While we have all three, we are usually dominated by one that guides our external and internal communication. This communication is then filtered on the basis of previously developed associations that have created defenses against potential hardships. These now filter what we don’t want to accept or deal with such as the idea of failure.
Everything that does get through is evaluated against our expectations and values. For example, a high expectation can result in a situation to be less motivating if that expectation is not accomplished, while the same situation can be very motivating with a lower expectation. Or we may have a value that smoking is a disgusting habit and our expectation of those who smoke would follow that image.
When our expectations and values are established for that situation, we then compare it to our learned associations, the links to circumstances and behaviors that we have determined will either give us joy or give us grief. For example, if we have talked to the boss on two or three separate occasions and each time we have gotten scolded, we might associate talking to the boss is equal to getting scolded and therefore equals grief. However, it might not be a constant scenario, our associations have made it permanent in our mind, how many of us have thought, “they’ll never listen” about another person they work with, and still is it really “never”?
After all this, our brain arrives at a feeling or emotion about the event. This is the ultimate determining factor for our motivation, and the actions we take. As these emotions reoccur regularly, they become anchored to similar circumstances and create patterns that we interpret as beliefs.
In an organizational culture change program, the specific set of patterns or beliefs can create a Self-fulfilling prophecy within the organization. For example: once a person believes that the boss is “unfair”, even if the boss tries to be fair, a person’s sub consciousness will initiate actions and statements that will influence the boss to act in the way that the person anticipates, in this case – unfairly.
Moreover, it is valuable for the people to recognize the three fundamental categories of how they obtain fulfillment in their perception of the world around them. The classifications are as follows:
Relaters are people oriented individuals whose fundamental gratification is being admired by their peers, they obtain this by being accommodating to those around them, and often by having the latest stuff, for guys it might be gadgets, and for ladies it might be fashion, if its new and improved and makes you a hit with your friends, the relater will want it.
Factorers are data oriented individuals whose basic gratification is interacting with data or objects; they achieve this by researching and information gathering, they will never buy state of the art, only things that have been proven and tested. They believe data reinforced systems over people or ideas.
Here, I would like to “plug” the Colored Brain Psychometric tools you can get for free on the web, this will define how people communicate and give a clear perspective for understanding others in leading change and managing subordinates
The Concepters are idea-oriented individuals and get their gratification from interacting with themselves. They try to acquire this through trying to maintain control without involvement. Their ideal life is to put forward ideas and get other people to implement them. They want to “do their own thing” and will buy whatever will help them attain this. They are also great bargainers and are prone to buying things that are good deals whether they need it or not.
The final step is in the retrieval of Feedback through a facilitator who will strengthen the issues of the management, the subordinates and the leader and interpret them into segments and psychological principles that can be dealt with individually.
When the leader becomes conscious of his group psychology and the triggers that create unexpected responses, he/she must delve into his/her own mind and thought processes, so as to understand how these influence the organization and the type of culture that it has created. Only then can the change process begin.
In the following article we will have details on Re-Identification for Leadership Development – the second step of Corporate Re-Culturing.
Continued in Part III.
By
Arthur F. Carmazzi, Founder of the Directive Communication Organizational Development Methodology and Ranked as one of the Global Top 10 most influential Leadership Gurus by Gurus International. Arthur specializes in psychological approaches to leadership and corporate culture transformation. He is a renowned International Speaker and bestselling author of “The 6 Dimensions of Top Achievers”, “Identity Intelligence” and “Lessons from the Monkey King”, “The Psychology of Selecting the RIGHT Employee“, and “The Colored Brain Communication Field Manual“.
More from Arthur can be found at: www.directivecommunication.com and www.carmazzi.net
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