The Consequences of Thinking and Behaviour Part 1

Yesterday I met with a colleague to discuss leadership and as has recently been the case more and more we strolled into the subject of responsible and effective leadership.

Jon has a very strong interest in the area of sustainability, particularly after years working with management in the mining field. Though given his years of success, more and more he realises that responsible leadership is the key to the future.

Now it is not just about the fact that on this planet we have plenty resources for everyone - if we were to distribute them more equally - and many would argue - more correctly.

This will require co-operation on a larger scale than has ever been done and require people to release assets and ego's like never before - which is a very big step for modern society Jon argued.

So Jon brought it back to how leaders manage their people...

Firstly, as a leader - how do you spend time with staff?

Do you assign tasks - then rush off - expecting them to be completed?

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You MUST NOT delegate on the fly...

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  • Come prepared to a meeting with staff
  • Get their feedback
  • Respond to their feedback
  • Be willing to 'BE PRESENT'
  • Treat everyone as if they have value

It will be the best present you can give your staff and they will remember your presence for a long time after the meeting.

There is an old Zulu greeting -

Showu Bona

'I see you and all your potential'

The response is -

Sikhona

'Thank you for seeing me and my potential'

There is plenty of research that shows how we see people and what are expectations of them is how they become.

 

Can you remember a teacher or coach who gave more as an assumption of your future greatness rather than who you were at that time?

How did that affect you?

There are some people who respond to negative engagement and transfer it to a positive as well - this is not as popular an example - though you will no doubt recall...

Those who have rebelled against what their teachers and coaches said and became heroes.

 

 

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The key point for leaders is to never assume the potentiality of who everyone can be.

An assumption of who they are now

Or who we think they are

based on scant and skewed data

is a reflection of poor perception

If you liked this article, view more insights from Jon Pratlett here 

The Consequences of Thinking and Behaviour Part 2

Good Egg versus Bad egg Image Source

"If you are Looking for the BAD you will find it...

If you are looking for the GOOD you will find it"

For those who haven't read part 1 link to it here

Today Jon gives insights into the Pygmalion affect.

You may be familiar with the Pygmalion affect from books and movies like

My Fair Lady

Looking at My Fair Lady - you have an actor who is approached by another actor and together they show how someone can move between classes with support from someone who believes in their potential.

What is more interesting - the real world and an example of the Pygmalion Affect is explained succinctly by the case of Jane Elliott's Blue Eyes Brown Eyes.

In response to the assassination of Martin Luther King, Jr. over thirty years ago, Jane Elliott devised the controversial and startling, "Blue Eyes/Brown Eyes" exercise. This, now famous, exercise labels participants as inferior or superior based solely upon the color of their eyes and exposes them to the experience of being a minority. Everyone who is exposed to Jane Elliott's work, be it through a lecture, workshop, or video, is dramatically affected by it.

To learn more - contact Jane

Essentially, class students arrived at school after the assassination of Martin Luther King Jr to discover separation of classes - in the classroom.

Brown eyed students were told they were bad

Blue eyed students were told they were good - smart, intelligent, well mannered

and

deservered more time in the playground

Kids obviously picked up on this as shown in this video

The next day, they switched roles.

As shown in various video's - when people returned many years later - the responses were profound. Google Jane Elliott Blue Eyes Brown Eyes video.

This example of education is not likely to happen in todays society.

However, it provides an example of how quickly thinking and behaviour can change.

As a responsible leader - which perceptions about those who are guided by you do you work with?

Learn more about Jon here

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Social Innovation - How Stanford are seeing a growth of interest by students in how to 'Do Good' whilst 'Doing Well'

Here is an eye opener for executives on management and engagement of staff - particularly younger generations

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Brain Food #3 - Verbal Fluency

Lumosity have another test for your brain - Verbal Fluency

To play, click here

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