Our environment will influence the behaviours we learn. Becoming accustomed to every stage builds resilience, mental toughness and a well- rounded, holistic view of the world - past, present, future, and inside to outside. Excluding our powerful body awareness, a fully developed brain is 4³, or 64 times the value of our baseline conditioning intelligence. This first stage intelligence is responsible for our sensitive, conformist behavioural styles where we learn to mimic behaviour and be assertive. Instant reward is the
Excluding ourpowerful body awareness, a fully developed brain is 4³, or 64 times the value of our baseline conditioning intelligence. Tis first stage intelligence is responsible for our sensitive, conformist behavioural styles
objective and it can be difficult to move beyond this stage if the environment doesn’t allow or coaches fail to teach the behaviours to delay gratification. We may fail to build our value system that supports trust. When socially aware, transformational leaders (Influencer - Stage 4) recognise the need for employees to grow and are more able to coach and challenge them to build confidence and awareness. Social skills include active listening, verbal and non- verbal communication skills, and persuasiveness. People with social intelligence are experts at one to many associations, are self-assured, placing themselves at the centre of interactions even in a larger crowd. They sense how other people feel and know intuitively what to say in social situations. More than being present and in the moment,
they are more positive, engaging, creative, and independent in their decision making and proactively search for solutions aligned to their capability. They are masters of behaviour, are environmentally aware (Ci - cultural awareness), confident, adaptive and empowering. Their ability to express inspirational stories influences proactive, open, resilient cultures. This is supported by setting bold, meaningful visions that align with the organisation’s purpose.
Employees love the calm, kind, sharing, and secure attributes of a self-aware manager or leader who employs their spatial awareness, trust and executive functions to inspire and implement visions and strategy. Transactional left brained leaders, who are guarded, typically only employ their judgements, thinking and logical behaviours and will likely identify with problems over solutions. They are conventional and practical in their application and their command style may influence their micromanagement. Transactional leaders are not learned in the powerful ability to employ their transcendent, free, social right hemisphere for visions and strategy. They are reactive and typically talk policy and expense containment. They may take punitive, onerous measures to avoid embarrassment. In focusing on problems, they may regulate and control the environment to hinder employee and business growth. Without inspiring stories and vision, or the security of a pathway to grow, employees may struggle to move beyond a change resistant, fixed mindset. There is a tendency to focus too much on the task and compliance and too little on relationships. This kind of transactional style can be the route taken by leaders who want to complete the job done but fail to recognise how important the people are who are tasked to achieve it. With more emphasis on deadlines and routine information, workers can feel like a cog in a machine, rather than an essential part of the team. Such a leadership approach can isolate workers and contribute to workplace stress. When a work environment is too rigid and transactional, managers may be brought into a business for a set period, or to achieve a set goal. They may bring in their own ideas and adopt a "clearing
house" approach to changing things, which often stifles innovation. Disrupted environments can promote a sense of entitlement. Involving employees in change and role-modelling required behaviours through open-source or bottom-up change is the way to go. In top-down implementations, leaders may mistakenly believe they already are the change, but this is not necessarily the solution. To succeed, you must drive change at the individual level, using reinforcement mechanisms.
An open, sharing culture is key for any business, as it determines how engaged your employees are - and for how long you can retain them. Self-awareness is a requirement for change and transforms a manager’s maturity and aptitude encouraging the leader to immerse themselves in the organisation and enable a highly collaborative, open environment. Managers benefit by being able to build relationships and connections with employees. Employees benefit from being able to develop a strong rapport with leaders and co-workers. Investing in Ei changes the face of business by building trusting connected workplaces. In trusting environments managers find it easier to help employees realise a better quality of life, keep them motivated and engaged, accelerating growth. By harnessing positive psychology and asking the right questions, organisations can counter the natural human tendency to focus on the negative. HR is critical to designing a culture that builds the behavioural capability to support the new age of collaboration.
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This article is an extract from Best Behaviour written by Tony Holmwood and published by MJH publishing.
*Human Behaviour by Björk from the 1993 album, Debut
1. Evaluating the impact of stress on systemic disease. Boone JL, Anthony JP.
FOR FURTHER INFO
www.tonyholmwood.com
www.outperf4m.com
18 | thehrdirector | DECEMBER 2019
SPECIAL REPORT
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