“THERE' S DEFINITELY, DEFINITELY, DEFINITELY NO LOGIC” *
ARTICLE BY TONY HOLMWOOD, CULTURAL CHANGE, EI COACH - OUTPERF4M CONSULTING & AUTHOR OF BEST BEHAVIOUR
At every stage and phase of life, our development is inextricably tied to the many and different environments in which we live, learn, find passion and purpose over time. Within these environments we find ourselves choosing how we associate with others who, unknowingly - or in many cases intentionally - influence us using their own development, with all its positive or negative bias. What is exhibited or transpiring in each environment by those influencers are called ‘behaviours.’
Cognitive Behavioural Therapy (CBT) proves by challenging ourselves through ongoing practice and experiences, we grow aware and gain insight into our cognitive and behavioural processes and modify our capability in a constructive way. It is ‘behaviours’ which form the value proposition. I have found when speaking on this vitally important term, “behaviours” that it grieves or upsets some attendees as they associate the word “behaviour” negatively, as “behaving poorly” or their behaviours are called into question. This is hardly a surprise, as society at large has long-established the default position of behaviours as poor. Yet, behaviours simply express how we act toward, interact with, or react to others, situations and events, great, good or not so good. Knowing how behaviours influence our capability is essential in helping us to learn, unlearn, relearn and grow. My interest in behaviour grew out of social phobia and having to overcome my fears. Providing a trusted environment where employees feel safe and are challenged to experiment and extend their behavioural capability is how HR professionals and leaders empower high performance cultures. And so, in every situation we invariably return to ‘the environment’ which as managers and leaders we influence.
As an infant, our primal fears initiate our growth cycle which is why parental attachment is so important to founding our trust. Trust builds as we broaden our social connections especially during adolescence when relationships become a priority. Entrusting in people allows us to learn so much more about ourselves. Our intuition records our broadening actions and experiences over a lifetime, and these learnt habits and associations guide our passion and growth pathway. If trust remains undeveloped, as adults we may display a negativity bias, using negative information far more than positive information. This negative bias roots itself in basic expressions of emotions. Research has shown curbing your anger completely is difficult, as it’s a survival instinct. If, as managers we don’t exhibit trust and micromanage, workers will feel they are treated like fully functioning, responsible adults everywhere except at work. When employees are disempowered, they don’t learn to make decisions because the boss doesn't allow them. Many managers end up doing the job for employees rather than allowing them the freedom to use the skills they were hired for. Managers must learn to trust their staff. Too long in that environment and people check out. Simply doing what they were
16 | thehrdirector | DECEMBER 2019
SPECIAL REPORT
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