Each year Boss magazine publishes a list of Young Executives of the Year.
Particularly interesting is a list I saw a year or so back of the tendencies of those who don’t have what it takes to be on the list:
- Have good ideas but lack the ability to execute them
- Have closed discussions and make assumptions
- Derail frequently and let the dark side of their personality affect their work and relationships at work
- Be arrogant rather than inclusive
- Miss opportunities to use empathy
- Micro-manage instead of delegate
- Be impulsive rather than evidence based in decision
- Lack perception about how others are feeling
- Get confused about managing who they are as people and what’s required in the role
Almost everything on the list stems from inadequate insights about themselves, what makes them who they are and their affect on others – in other words self-leadership.
A huge component of that involves The Almond Effect® – understanding how the stressors and challenges of everyday life trigger our primitive survival (flight/fight/flock/freeze) instincts.
The best leaders know that each one of us is the sum of our experiences and that, unless we monitor our behaviors and actions, our brains are hardwired will take us by shortest, most well trodden route to action. This is fine if the action is appropriate but not fine if we end up reacting in ways that are inappropriate either for others or for ourselves.
The change organ
Our brains can and do change – it’s called neuro-plasticity. However, it takes courage to deeply examine what makes us tick and triggers our immediate non-thinking behaviors.
Changing embedded patterns of behavior can be hard without determination and practice.
We can change our brains by changing our minds. But you have to stay on track. Understanding The Almond Effect® and mastering STAR helps you do that.