New Results Need New Behaviours
Why what got you here won’t get you there!
Are any of these scenarios familiar to you?
- You’ve been recently promoted.
- You’re in the same job you were in a year ago, but the scope is a lot bigger today than it was then.
- You’re working in an organization where the performance bar has been raised dramatically.
- You’re operating in a constantly changing competitive environment.
I expect you are in a position where you could easily pick two, three or four of these options. The question is, what do they have in common? The answer is that you are in a different situation in which you need to get different results. You can no longer do what you always did to get what you always got. In short, you need to change.
The problem with change is that we don’t always like to or want to change. Also, if we have been successful in the past then it can be difficult to change our behavior as we believe it is our past behavior that has made us successful. However, these same behaviors can now be an impediment to us with our being successful in spite of our behavior rather than because of our behavior.
In dealing with this are two things to identify:
- What behaviors do you need to stop?
- What behaviors do you need to change to be a more effective leader?
In doing this you cannot depend on your own intuition. An interesting piece of research found that leaders, when comparing themselves to their peers, consistently over-rated their contribution with 80% of all leaders surveyed seeing themselves in the top 20% of performers, and 70% seeing themselves in the top 10% of all performers. To get a realistic understanding of what you need to improve on as a leader you need to objective input from your stakeholders. These are the people who are involved with you and impacted by your behavior – your boss, your peers and your reports.
To find out more how you can do this email Andrew Cooke and find out more about the Marshall Goldsmith Stakeholder Centred Coaching process for executive coaches and successful leaders.
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