Believe

8/6/2016

‘Listen. Tactics and techniques matter – but not as much as what you believe.’ This was my advice to a CEO who was about to embark on a strategic change process. The question had been about to what extent and how to engage staff in it. ‘As you look out across the organisation, what do you believe about those you see? Picture the real people, the real faces. Do you see abstract human resources that can be retained or dispensed with depending on the outcome of the review – or passionate and talented people you’d love to have with you as you move forward from here?’

My point is this: what you believe about people influences fundamentally how you relate, how others experience you and how they’re likely to behave in response. If the idea I hold in mind is that you are a dispensable human resource, no matter what clever engagement tactics and techniques I use, at some level you will sense it, feel it, know it. You’re unlikely to trust me if what I say and do conflicts with what you’re picking up from me intuitively or subconsciously. It’s a mixed message. You will experience me as confusing, inauthentic, incongruent. You may resist or withdraw.

Now picture this. If the idea I hold of you is that you’re amazing, talented and that I really do want you on board, imagine the impact that belief has on you, on how you experience me, on how you feel as a result. The CEO chose this latter stance as it resonated well with his personal values. He also asked me to hold him to account personally throughout to ensure integrity and consistency. The change leadership team achieved high levels of useful and enthusiastic staff input and, to top it off, the Staff Council presented the team with a special award for modelling ‘partnership spirit’.

So, leader, OD, coach or trainer, what do you believe..?

59 Comments

Jackie Le Fevre

8/6/2016 07:52:49 pm

'The future belongs to those who believe in the beauty of their dreams' Eleanor Roosevelt - for me I believe that each individual has a unique pattern of personal values which breathe meaning into their dreams and can drive them to do extraordinary things... we just need to get out of their way.

Nick Wright

8/6/2016 08:30:21 pm

Hi Jackie and thanks for the inspiring quotation. You reminded me of these words from Steve Jobs: 'It doesn't make sense to hire smart people and then tell them what to do; we hire smart people so they can tell us what to do.' So much comes down to beliefs and values. All the best. Nick

Carl Bishop

8/6/2016 08:31:30 pm

I believe that if you engage employees and challenge their talents they will rise to the challenge and surpass it with the encouragement of leadership. Nice article Nick.

8/6/2016 08:33:35 pm

Thanks Carl. Yes, it's something about getting the right dynamic mix of challenge and support that builds trust and inspires to achieve great things. All the best. Nick

Andy Radka

8/6/2016 08:34:29 pm

Reminds me of the Pygmalion story as a leadership metaphor - good stuff.

8/6/2016 08:36:06 pm

Hi Andy. I'm intrigued. What is the Pygmalion story? All the best. Nick

Jos Burton

8/6/2016 08:36:58 pm

Great article Nick - I believe you!

8/6/2016 08:37:32 pm

Thanks Jos. I'm glad somebody does! ;) All the best. Nick

Sara Pearson MSc

8/6/2016 10:51:34 pm

How people perceive about what is happening around them, for example, culture, decision-making and leadership will determine whether they believe they can make a significant difference and contribution to the organisation. Both the content and quality of our own behaviour will also determine whether they believe what we say.

8/6/2016 10:55:24 pm

Hi Sara and thanks for the note. My sense is that belief is deeper than behaviour. For example, two people could demonstrate the same behaviour but hold very different underlying beliefs. This means that the person who experiences their behaviour could have very different experiences. We pick up so much subconsciously, intuitively which is why, I believe, belief and congruence are so important, especially for leaders. Does that make sense? All the best. Nick

9/6/2016 09:12:27 am

Yes absolutely.

Gwen Griffith

8/6/2016 11:09:09 pm

Yes!!!!!
Yes!!!
Yes!!!

Understanding people individually and corporately, knowing their limits and capabilities, believing in their best yet aware of potential pitfalls defines the best in leadership.

Thanks Nick.

8/6/2016 11:12:37 pm

Thanks Gwen. So...that's a 'yes'..? ;) What I find interesting is how much we are influenced by another person's belief in us. It's as if their belief actually enhances our potential rather than simply reflects what's already there - especially if it's a person whose belief in us matters to us and if we believe it's real. Does that resonate with your experience too? All the best. Nick

9/6/2016 09:16:14 am

Absolutely- and especially in the classroom teaching English to high schoolers and college freshmen.

Hoy believe "for" them and come alongside to encourage. But lesson planning is about believing for the extra 10% from them (or, saying it differently- giving them something to reach for). Also, in leading children's choirs- musically I took big risks in choosing excellent music, and in my planning on how to teach the music I'd teach an easy part (they felt successful) and the would work on a hard part for 10 minutes (an eternity for kids) and link that easy part with a hard part the learned to leave them knowing what they had truly accomplished. That's an awesome feeling for a kid, and it came with the expectation and encouragement that they could do it-- belief.

Dave Smith

9/6/2016 07:15:03 pm

If you don't believe in it, you've got to be an incredible actor to convey any passion and enthusiasm for the subject - else your audience will feel as bored as you are and it'll be a negative experience for everyone.

If you believe in it, it's not difficult to portray your excitement and get others caught up in the engagement upswell.

9/6/2016 07:15:33 pm

Hi Dave. Very true! All the best. Nick

Mindy Thompson

9/6/2016 07:16:45 pm

I find this to be true as an educator as well. Comments made behind closed doors revealing true feelings about students are usually felt by those students in the long run. And, truly, when you see those you are leading in negative ways, what joy can be found in your work?

9/6/2016 07:19:12 pm

Hi Mindy. I think that's an important point. The CEO in the case I cited here actually said to the change leadership team at the outset: 'If you ever hear me speaking about someone in their absence that is in anyway dishonouring to them, I want you to call me on it immediately.' He is a man of immense personal integrity and that attitude inspired enormous loyalty and trust. All the best. Nick

Adam Creelman

9/6/2016 07:20:39 pm

There's a lot of research to back this up - Growth Mindsets (of managers/teachers), and the Pygmalion/Golem effects.

9/6/2016 07:21:51 pm

Thanks Adam. I'm really intrigued now: what are the 'Pygmalion/Golem effects'..? All the best. Nick

10/6/2016 11:47:18 pm

They refer the to the effect of (negative or positive) expectations of a teacher/manager - basically acting like self-fulfilling prophecies not unlike a placebo. There is a famous study by Rosenthal where teachers were told that some (randomly selected) students were "high potential". Not only did those students do better in the class, they showed significant increases in other measures like IQ. From what I remember at least.
https://en.wikipedia.org/wiki/Golem_effect

10/6/2016 11:49:30 pm

Aaaah...thanks, Adam. That does sound familiar now and definitely demonstrates the impact of belief. All the best. Nick

Libor Friedel

9/6/2016 07:28:10 pm

Our beliefs and values are still wih us, in the role of coach as well as manager and other roles. For me your mentioned question is a challenge of coaching position (on the site of coach) and neurological levels (see Robert Dilts work) on the site of client. Beliefs level is a turnaround level for transactional change (if we are able/willing to replece particular belief) or transformational change (if we are not able/willing to do so).

9/6/2016 07:31:27 pm

Hi Libor and thanks for your note. I'm interested to hear more about what you mean by transactional change and transformational change. I associate transactional change with 'not able/willing' and transformational change with 'able/willing' - which is the reverse of what you describe here. Can you say more to help me understand your point of view? All the best. Nick

9/6/2016 08:06:45 pm

Hi Nick. You are true. I put it in opposite by mistake. Of course that for transformational change we need sometimes to change/replace our (limited) beliefs. If we are not willing/able to do so, we can change our capablilities, behavior or environment, however those changes are limited by our actions, within the same belief system. Therefore the change is transactional. If coaches put their own beliefs into the coaching process they could easily (and sometimes unconsciously) "manipulate" and affect it. Sorry for my mistake and thanks for your post and comment. Libor

9/6/2016 08:07:32 pm

Thanks Libor. That's a helpful clarification. All the best. Nick

Tania Potter

9/6/2016 07:31:54 pm

So true Nick, people are not that easily fooled, and once trust is broken, it is very hard to repair. Lovely case study.

9/6/2016 07:33:09 pm

Thanks Tania. I agree. Your comments reminded me of Covey's work on the 'Speed of Trust'. All the best. Nick

Carina Veracierto, MA

9/6/2016 08:01:12 pm

I used to write on the board (after a few months of school) 6 personality characteristics that I thought best described each student (as I saw them myself ). I wanted to teach the beauty of being oneself. I believe in diversity and that different is the essence of the human being. I don't believe in the 'everyone is special' as a way of eliminating the differences. I made sure my students knew and experienced my beliefs. If you are a leader and you want diversity for example, but you don't believe people is great in their own way, they will know and experience you as unauthentic. Sometimes we need to change our belief first to truly make the change.

9/6/2016 08:05:15 pm

Thanks Carina. That's a very interesting way of ensuring that you saw each person individually - 'the beauty of being oneself' (what a lovely way to describe it!) - and to preserve the sense of diversity in the group. I'm interested too in how what I believe about a person actually influences who they are and what they become. I like your statement: 'sometimes we need to change our belief first to truly make the change'. Very true. All the best. Nick

10/6/2016 09:21:41 am

Thank you Nick Wright for starting meaningful conversations! Today I shared a post of Donovan Levingston's Harvard commencement ceremony poem 'Lift Off'. Here is a piece:

"At the core, none of us were meant to be common.
We were born to be comets,
Darting across space and time --
Leaving our mark as we crash into everything.
A crater is a reminder that something amazing happened here --
An indelible impact that shook up the world..."

10/6/2016 09:22:58 am

Thanks Carina. I really like that - especially the part about 'crashing into' and 'something amazing!' :) All the best and thanks for sharing. Nick

Gary Linton

10/6/2016 09:24:12 am

A thought-provoking write-up. Thanks.

10/6/2016 09:24:57 am

Thanks for the encouraging feedback, Gary. All the best. Nick

Kimberly C Schloman

10/6/2016 01:19:09 pm

Nick, great article and so true. Throughout my career I've worked with and met many great individuals. Leaders that stand out walk the path you describe and I believe this quality that is part of their core helps to explain the loyalty and hard working people that want to be a part of their team, their organization. I also think people who genuinely like people- really like them for the individual they are - meaning they like them just because they value all humans comes across and makes a difference.

10/6/2016 01:24:24 pm

Thanks Kimberley! I've had the privilege of working with similarly great individuals too. I'm struck by their humanity, belief in people, and the positive impact that has had on me and so many others. All the best. Nick

Pamina Mullins

10/6/2016 02:26:22 pm

You do have a talent for distilling the essence of complex concepts Nick! This is a great cut-to-the-chase analysis of what often seems like a complicated situation. Stepping back and getting that overview is so vital, and as you point out people soon pick up mixed messages, even if they are unaware of it themselves.

10/6/2016 02:29:18 pm

Many thanks, Pamina. Your belief in me, reflected in your feedback, really lifted my spirits - thereby modelling and demonstrating the principle we are thinking about here! :) I'm working on a journal article on Appreciative Coaching at the moment. I was feeling a bit stuck and your belief in me has energised and prompted me with ideas to push ahead. All the best. Nick

17/6/2016 09:22:55 am

Wonderful Nick - often that's all we need to build momentum!

George Anderson MSW, BCD, CAMF

10/6/2016 05:08:16 pm

In my opinion, if a coach believes that coaching is limited to powerful questions and passion as opposed to teaching, advice and skill enhancement these beliefs drives his or her coaching.

10/6/2016 05:10:57 pm

Hi George and thanks for the note. You seem to be saying that what a person does in coaching is driven by what they believe their role is as a coach. Have I understood your correctly? Apart from what the coach may do, it's interesting to reflect on how what the coach believes about the client impacts on the client too. What do you think? All the best. Nick

Harriet Jansen van Vuuren

11/6/2016 06:37:36 pm

Thanks for sharing very interesting ..

11/6/2016 06:38:15 pm

Thanks Harriet. You are very welcome. :) All the best. Nick

Sherif El-Ashiry

11/6/2016 06:41:15 pm

This just made me reflect on a lot more than training/talks/public appearances. It makes a lot of sense how just some work relationships do not feel genuine even though neither party did anything to jeopardize the relationship.
Completely agree, what you believe in will eventually find a way to reach the surface no matter how hard you try to convey otherwise.

11/6/2016 06:47:37 pm

Hi Sherif. I agree completely. In my view, it's a serious limitation of behavioural competency frameworks that focus on outwards actions, as if internal beliefs and values don't affect how those behaviours are experienced by the person and by others and what impact that has. Human beings have a deep intuitive ability to detect inauthenticity and, in this sense, beliefs influence as much as if not more than behaviour. All the best. Nick

11/6/2016 06:48:30 pm

I think it was Rockefelle who said that great business is built with happy and loyal customers, and happy customers require a happy workforce - if your staff are disgruntled and don't have faith in what they do it comes across as false when dealing with customers - and they won't be your customer for too long.

Just think of the retail outlets (or restaurants) you've visited where the staff appear disinterested and disengaged - did you return there?

People often won't remember what you said or did for them, but they *will* remember how you made them FEEL. Make them feel like you're just going through the motions and don't have a vested interest in it, and pretty soon they'll begin to appear just as bored.

Forget ice-breakers and energisers: strong energy comes from WITHIN - your own beliefs and values.

11/6/2016 06:52:52 pm

Hi Dave and thanks for sharing such interesting perspectives. It begs challenging questions about how to build authenticity in roles and jobs that feel intrinsically meaningless..! What do you think? All the best. Nick

Hemant R. Chalke

12/6/2016 02:12:35 pm

Thanx Nick n thanx Adam Creelman for the topic n the link. The link reminded me of how teachers got involved in the two effects in the class. Wish a lot of people read this link n understand the two sides. In the organisation that my facilitators were asked to identify those who needed more help in a new group n then an instructor was tasked with working extra with them. Also we tied up the smart guys with each one if them to continue the effort during self study in the accommodations. Most of hem had problem only with English Language. It did hav a good effect. We had to do this to ensure they clear the course or else they had to return back to their countries n loose the job n we just cud not let that happen.

12/6/2016 02:16:13 pm

Thanks Hemant. It sounds like, in the example you describe here, you and others believed in the potential of the people from different countries and, on the basis of that belief, were willing to invest in their support and development? Have I understood that correctly? All the best. Nick

13/6/2016 09:13:05 am

Absolutely yes Nick. Its amazing how different nationalities n the culture they brought in broadened our vision in turn. They all were different but just had ind goal to earn a livelihood by clearing the training. It also cemented the belief in us facilitators that every person has his or her own learning style, pace n how they respond to various training methods. So if someone was slow or does not seem interested, definitely does not mean the person was weak but to me it meant that there was something missing in our approach n that we need to adapt. As I earlier said its a performance we facilitators put up n there is no retake. We need to be aware of all the dynamics of various groups arriving. It has been a fantastic n exciting journey for the past decade. This everyday learning sirt of refuels me n makes me more n more passionate to interact n giv a better service to the groups in front of me.

Truc Nguyen

12/6/2016 07:05:29 pm

Hi all friends! Thanks for this sharing for interesting. This is the first time which I want to share my points in this group, beacause I'm not good in English. I had influencing from my master who make my behavior change better than before. I learnt how to sharing & helping other people, I dedicated and followed job up, creatived and resposibility for what I do. It's not easy to influence someone, it's depend on their mind (positive or negative) who always think get first and do later. Thanks again for sharing!

12/6/2016 07:11:57 pm

Hi Truc and thanks for sharing your experiences - and in good English! :) It sounds like your master influenced you and, I imagine, that was partly influenced by your master's belief in you. It sounds like it has had a positive influence in your life too. Thank you again for sharing here. Best wishes from the UK. Nick

John Evans

13/6/2016 09:04:02 am

Thought provoking article, Nick. Thank you. You write: "... what you believe about people influences fundamentally how you relate, how others experience you and how they’re likely to behave in response. If the idea I hold in mind is that you are a dispensable human resource, no matter what clever engagement tactics and techniques I use, at some level you will sense it, feel it, know it." It may be that discovering one's underlying beliefs about people is one of the real tasks of leadership. Much literature and significant leadership education points this way. It is certainly work that transcends a singular focus on myself and should deeply impact how we see, relate to and esteem others. Traditionally, the most impressive leaders have understood and absorbed the implications of knowing that people are morally accountable for their actions. This understanding informed legislation by, for example, recognising that the individual's conscience may cause them to object to all or particular military service. Though the practical application of this has been far from perfect it has been a way of responding to an acknowledgement of the singular responsibility of each human being to account for their actions. Recent world history underlines the fact that human beings have the capacity to act in ways that are significant in the immaterial realm of existence. There are spiritual choices open to humans that, when taken, may cast long shadows or lead to great good. These choices lie at the heart of true leadership and it is not uncommon for a leader to make choices that, with hindsight, appear to be poor on one occasion and in another circumstance will seem to reflect the wisdom of Solomon. Such is our human nature. Discussions about how to "let an employee go" and how to do so in a way that contradicts the notion that they are a 'dispensable human resource' may take place without reference to what the decision maker believes about people - but they are hardly likely to be satisfactory. I believe this is partly due to the uniqueness of each person, their differential capacities for creativity, for thought, for inventiveness, for subtle and complex tactical, practical and emotional responses. It is partly a reflection of the contribution that individuals make to relationships, somewhat to do with the subtle ways in which people learn, grow and develop, significantly about a person's ability to give and receive love. The historical adoption of the term "human resources" was surely a low point in the development of thinking and practice about management. It invited us to contemplate acquiring and dispensing with this "resource" in a largely value free way. Actions within this framework communicate powerfully and negatively about underlying beliefs, as Nick suggests. Thankfully, there are leadership options founded on integrated belief systems, that allow leaders to confront and resolve even the most taxing dilemmas.

13/6/2016 09:11:02 am

Thanks, John, for such a thoughtful response - and good to hear from you! I agree wholeheartedly with your comments, particularly, 'It may be that discovering one's underlying beliefs about people is one of the real tasks of leadership.' In my view, it's one (among many) of the serious limitations of current preoccupations with behavioural competency frameworks as foundations for leadership practice. On the area of personal accountability, you may find this piece and responses interesting: http://www.nick-wright.com/blog/personal-leadership All the best and thanks again. Nick

Jennifer Neel

14/6/2016 06:46:40 pm

Couldn't agree more! Your beliefs create your perception on reality. So whatever I believe 100% correlates to how I relate to others, how I others experience me, the type of interactions we end up having, my ability to effectively solve problems, how I communicate and MUCH more!

14/6/2016 06:47:58 pm

Hi Jennifer. I agree. Well said. I'm interested too in the role that culture plays in shaping and reinforcing our beliefs and, thereby, our perceptions. What do you think? All the best. Nick

14/6/2016 07:28:15 pm

Jennifer Neel I tried to write, takt a coach shouln´t put his/her believe system into the coaching process (= coaching position). The rest is about Dilts pyramid of neurological levels. I found e.g. this article with little explanation - http://www.helpingyouharmonise.com/dilts.

Linda Randazzo

18/6/2016 11:37:13 am

It is impacted by my belief that training needs to be real world and relevant. This affects my preparation immensely. I meet the end users where they are at to see the real need.

18/6/2016 11:38:37 am

Hi Linda and thanks for the note. It's great to hear how your beliefs and values impact on the way in which you approach your work and those you train. All the best. Nick

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