Tag Archives: Emotional Self-Control

Engaging the Whole Person at Work

 

When we see ourselves and our co-workers only as tools to get the job done it is difficult to connect with one another as human beings. Connection is essential to building high performing and high functioning teams, not to mention to creating job fulfillment.

There is a story Max DePree shared in his book Leadership is An Art (1987), told by his father about visiting with the wife of the Millwright for the Herman Miller factory after her husband died. It was in the 1920’s and Max’s dad went to pay his respects to the Millwright’s wife. During his visit the Millwright’s wife asked his father if he’d mind if she read some poetry. He thought it would be appropriate and sat back to listen. As she read, the beauty of the poem resonated with him. He’d never heard this poetry before and asked who the poet was. She said it was her husband, the Millwright. The man who had been integral to the Herman Miller manufacturing processes, who provided the power for the machinery in his factory, dismantled machines and moved them around was a poet. This came as a surprise; he’d known the man but didn’t know he had this talent outside of work. It motivated him to see that leaders must, “endorse a concept of person”.

As I read this in the early ‘90’s I realized that this lesson is bigger than the “concept of person” in a tops down view. It is about connection, learning about the people who work with you and sharing yourself with them. When you connect with the people who work with you, you discover other interests, talents, loves, and they in turn learn something about you.

Why does this matter? What difference does it make if you know the Millwright is a poet, the Accountant is a photographer, the HR Manager’s child is seriously ill or the Customer Service Specialist has just loss her mother?

Business is structured as a well-defined hierarchy that defines us by our titles and the roles we play within business, and our interactions are determined by these roles. The playing field is tilted in favor of the leadership, but should it be? By coming to understand more about ourselves and the people we work with, we can see that occasional missteps at work often result from a much larger context; a problem at home, the death of a beloved pet or some other distraction. They aren’t necessarily about lack of competence or skill, sloppiness or a bad attitude.

Without making excuses we understand that we all have days that are a challenge. “Endorsing the concept of person” builds team and team makes it possible to confront unexpected challenges in the day-to-day life of business, whether it’s shaky sales, disruption of production, strained cash flow, the loss of a well-liked co-worker or the acquisition of a new customer with compassion and understanding. We have jobs and roles within a company, but when we can connect not only through job and role but as fellow humans, we create an authentic engagement that fosters an environment in which human creativity and satisfaction grow and thrive. We form a sense of equality in an otherwise hierarchical unequal environment. The consistency with which we can cultivate these fleeting opportunities, over time builds a level of trust essential to a high functioning team. The challenge is that many believe that when a leader opens up they will be seen as weak or vulnerable. The opposite is true.

Here’s how this played out in my leadership experience

I worked with a smart and capable Engineering Manager who had a reputation as a tremendous problem solver, but he had started to become impatient with process and prone to angry tirades. He seemed to be seething inside. Many of his attacks were directed at individuals. My boss at the time wanted me to “get rid of him.” His behavior was undermining his position with the company and his credibility; people were starting to avoid him. What he lacked was Emotional Self-Control.

Instead of turning my feelings off and seeing him as the “problem” and firing him I sat down with him to talk about anger. Not only his, but mine. I shared some of my frustrations and how important it was to see them and be with them, but not project them out onto others. As we discussed the situation he began to explain what was behind his anger. He kept pointing at the things other people were doing, and I’d share more about my own anger and how my frustration was often rooted in not really understanding how to move the needle and effect change.

Finally I looked at him and said, “You know the anger has to stop. It doesn’t matter what provokes you, you can’t act out and mistreat other people on the team, no matter how frustrated you are. There are positive and constructive ways to address the issues that are frustrating you. You need to find them or ask for help. Do you understand?” He replied that he understood. We talked about the possibility of anger management counseling. He didn’t think he needed it. I told him that I valued him as a co-worker and friend but that if he had another angry outburst, I’d have to let him go, no second chances. As we continued to talk, I asked, “Do you want to stay here?” He said, “Yes. I like it here, I want to stay.” I followed with,  “Do you think you can do this?’ His response,  “Yes, I know I can.”

The problem was now entirely within his control. I knew some of the difficulties he was dealing with outside of the workplace, and understood that having control would likely result in a better outcome. Through our connection and sharing, he knew that I’d had similar challenges in my work life, and others had as well. It wasn’t having the feelings that were the problem it was what he did with them. At this point, he began to problem-solve for himself. He identified his triggers and ways he could address them.  He looked at me and said, “Thanks, I think I need to apologize to a few folks.” He kept his job, and worked better with others from that point on.

By being authentic and curious about his issues, sharing my own, and not taking the easy route of simply replacing him, we built a connection together that made it possible to discuss the issue not just as a boss and employee, but as two human beings. By “endorsing the concept of person”, we created a moment of equality and authentic connection that helped him move from being a victim to understanding the impact his behavior was having on the organization and the need for him to take responsibility. This is leading with emotional intelligence.

Recommended Reading:

Emotional Self-Control: A Primer

Our new primer series is written by Daniel Goleman and fellow thought leaders in the field of Emotional Intelligence and research. The following are available now:

Emotional Self-Awareness, Emotional Self-Control, Adaptability,  Achievement Orientation, and Positive Outlook.

For more in-depth insights, see the Crucial Competence video series!

culture development

Culture Development: How to Cultivate People for Organizational Success

 

I love the cartoon in which a stalwart CEO sitting behind a desk says to his employee “I want a coherent new corporate culture that will take us into the third millennium and I want it by this afternoon.”

Indeed, culture is at the heart of competitive advantage, particularly when it comes to sustaining high performance. Yet, while business leaders recognize culture’s crucial role, research indicates that fewer than 10% of companies succeed in building a winning culture. 

Notably, there is often a blind spot when it comes to culture development.  Simply stated, it is nearly impossible to develop culture without developing ourselves, the people who make up the organizational culture. 

For precisely this reason, the new book, Everyone Culture: Becoming a Deliberately Developmental Culture is provocative reading.  In the book, Harvard researchers, Robert Kegan and Lisa Lahey, deconstruct the cultural assumptions, norms, and behaviors of three highly successful companies who have charted a new and disruptive path to organizational success. Bridgewater, Next Jump, and Decurion provide examples of positive deviance when it comes to people and culture development.

These organizations see culture development as integral to their business success. Everyone, not just leaders or high potentials, in these organizations is engaged in personal developmental practices, such as minding the gaps between where they are currently and where they aim to be relative to any number of Emotional Intelligence Competencies, including Emotional Self-Control.

Kegan and Lahey are co-founders of Minds at Work, which helps individuals, teams, and organizations make personal and collective change. We spoke with a member of the Minds at Work leadership team, Co-Director,  Deborah Helsing. She shared the following illuminating stories of deliberately developmental organizations (DDO’s) and how they embed Emotional Intelligence skill building into their organizational cultures:

Bridgewater

At Bridgewater, an institutional fund management company, people talk openly and honestly about the pain that can be triggered by really looking at our own internal barriers and the root causes for why things happen at work. They refer to an equation to remind themselves and each other why they do this every day:  Pain + Reflection = Progress.

They even have an app that is standard issue on their company-provided iPads, “the Pain Button.”  This tool allows employees to record and share experiences of negative emotions at work—especially times when one’s ego defenses are activated by specific interactions with others. Open sharing of these experiences then triggers follow-up conversations among the parties as they seek to explore the truth of the situation and identify what individuals might do to directly address the underlying personal causes. This practice is aimed at helping people “get to the other side,” a Bridgewater term for working through ego defenses, neutralizing the sting of having your mindset questioned, and coming to actively manage forms of emotional self-protection that will otherwise be barriers to personal growth. 

Next Jump

Next Jump, an e-commerce company, upholds the belief system behind its culture with the equation: Better Me + Better You = Better US. By broadening the notion of a “learning organization,” Everyone Culture makes the case that any workplace can be a site of deep personal development (especially Emotional Intelligence).

The onboarding process at Next Jump gives new employees a very intense introduction to the organizational culture. Because that culture differs so markedly from that of other organizations, Next Jump has found that helping people adapt as soon as they start work is the easiest time to accelerate their growth. 

For their first three weeks, all new employees including those who come with years of experience and success, and who are moving into senior leadership positions attend what Next Jump calls “Personal Leadership Boot Camp,” or PLBC for short.  The program starts with participants learning to identify their character weaknesses, what Next Jump calls their “backhands.” The metaphor comes from tennis.  Everyone has strengths (our forehand), but in order to be a great tennis player, you cannot  rely solely on your forehand.  You must also work on your backhand, the areas where you feel less comfortable, less natural, or less skillful.

Another practice at Next Jump is The Situational Workshop (SW), which leaders of the company believe is among the most effective things they do.  Every week for two hours, five people meet: two different pairs of Talking Partners come together with a more experienced colleague acting as a mentor-coach. Charlie Kim, founder of Next Jump, identifies what he thinks makes this kind of weekly workshop structure powerful:

At this weekly workshop, each of the four of you describe some challenge you’ve met at work in the week and what you’ve done to meet it, or not. You might not be sure if how you handled the situation was optimal or not. The mentor-coach is there to encourage you to reach a higher level of self-awareness, so that you might identify new options for responding to similar future challenges and so avoid reacting in the same old way…. Over time, you see people growing immensely from these weekly sessions. 

As Charlie explains about the SW’s purpose, the focus is “on the training of judgment, rather than on technical training.” As a result, the discourse and pace of a SW can be a bit surprising to a first-time observer. People are identifying “problems of practice,” snags they run into, but the coach’s response is rarely direct problem-solving. All Next Jump’s practices are geared to help people change from the inside out. Solving problems too quickly, without the benefit of uncovering underlying assumptions means You won’t change. If you don’t change, you are most likely going to be reproducing new versions of the same problem you think you’ve already solved.

What it takes

Many workplaces attempt to foster the growth of their employees, but few are deliberately organized to put employee growth at the very center of their mission like these organizations do. Kegan and Lahey describe three dimensions of DDO’s that reinforce one another. Edge, home, and groove. These refer to taking risks in working on a skill that involves self-management (edge), for example, while having the benefit of trustworthy communities (home) and regular practices and routines to establish new habits (groove). These three dimensions’ closely mirror Boyatzis’ Intentional Change Theory, which emphasizes the importance of experimentation and practice within a safe community.

The takeaway here is that wherever you are in your work life you can begin to make meaningful progress toward your own development. For example, find a peer who has a similar intention to strengthen the Emotional Self-Awareness and Emotional Self-Control competencies. Be willing to be vulnerable with one another about the real challenges inherent in change, and look at our own shadows. Commit to weekly or bi-weekly check-ins to build the muscles of EI over time. This small yet powerful step can yield profound results.

If you are a manager or supervisor, you could create your own DDO team. Make time in team meetings to engage in EI skill building. Foster a team culture of non-judgement and psychological safety allowing people to bring their full selves, including growing edges out into the open within the team. Provide meaningful, positive feedback and celebrate small increments of change.

Recommended reading:

Developing Emotional Intelligence competencies is one of the best ways to facilitate culture development in your organization.

Our new series of primers was created by bestselling author of Emotional Intelligence Daniel Goleman, along with fellow thought leaders in EI, research, and leadership development.

You can find the first 3 in the series available now: Emotional Self-Awareness, Emotional Self-Control, and Adaptability.

Leader Mindfulness

The Role of Leader Mindfulness in Emotional Self-Control

Leader Mindfulness

The Role of Leader Mindfulness in Emotional Self-Control

by Matthew Lippincott

In my last article, I shared how the head of strategy and business development for one of the largest organizations in the world used mindfulness to help develop greater Emotional Self-Awareness. In my conversation with her, she also explained how this improvement provided her with insight that she used to more effectively manage her feelings and behaviors. This was just one example from my research with 42 senior and executive leaders on the influence of mindfulness on their leadership careers at a total of 83 global organizations.

In my study, I collected extensive descriptions of the Emotional and Social Intelligence Competency of Emotional Self-Control. I also found evidence of this Competency in the  participants through transcript analysis utilizing the Emotional and Social Competency Inventory (ESCI) model developed by Daniel Goleman and Richard Boyatzis.

What is Emotional Self-Control?

Emotional Self-Control relates to your ability to control impulsive behavior and not give in to negative emotions or be overly reactive in stressful situations. It is also identified by examples of appropriate action and your ability to remain positive in workplace interactions. As is the case with the other eleven ESCI Competencies, Emotional Self-Control has also been empirically linked to increased leadership performance.

How Improved Emotional Self-Control Impacts Leadership

The leaders I interviewed all provided in-depth examples of mindfulness contributing to the development of Emotional Self-Control. For example, “…before [mindfulness] I would have jumped on a pretty extreme emotional personal roller coaster with her, and viewed everything very, very personally,” and “I’ve learned to rely on my mindfulness to…back off on things…in Corporate America, there are plenty of instances where you just need to let things go.”

Mindfulness is especially helpful with the development of Emotional Self-Control because of the heightened self-observation capability it enables.

This cultivates awareness of the sequence of internal events that occur as you process sensory input (sometimes referred to as stream of consciousness) such as reactions, associations, and judgments that ultimately make up your experiences.

More importantly, developing awareness of this process leads to a more functional understanding of the way your feelings influence the quality of your interactions with others.

In this same context, leaders described improved Emotional Self-Control as having a profoundly positive effect on leadership results, such as:

  • Significant improvement in team engagement
  • Reduction of emotionally influenced bias
  • Less interpersonal conflict
  • More effective management of problems and crises

Emotional Self-Control Improves Communication

The previous types of results begin to occur as you assume more responsibility for the outcome of your communications efforts. A behavioral health solution manager supporting over 60,000 employees for a major hospital network gave an example of this, saying: “Instead of just becoming reactive, maybe being judgmental, I’m more inclined to say to myself, well, are you really sure if you understand what her motive is? What do you think might be going on with this person?… And being more aware of that enables me to respond in a way that’s more effective.”

The interrelationship between mindful, Emotional Self-Awareness and Emotional Self-Control enables the development of an accurate and honest understanding of the way your behaviors are received by others. This is especially powerful in the context of how you would apply various leadership strategies, since many strategies link leader success to follower engagement. This includes whether others fully understand what you are trying to communicate, and their willingness to contribute to your success. From that standpoint, you will realize great value from continuously refining your ability to honestly assess if others align with your intentions, and making sure that your emotions are not interfering with this activity.

During our discussions, leaders shared the importance of being able to understand how their habits of thought, biases, and reactions influenced feelings that were potentially detrimental to their leadership effectiveness. More importantly, they described their transformation into more effective leaders by using this personal insight as a catalyst for change. For instance: “…those situations would arouse rage in me…but now I can see it coming up…and ignore it,” and “…you don’t want to cling to your values forever, if it’s not gonna help the situation… If you want to move forward you have to let go to do that”

Improving Critical Leadership Skills

Leaders described Emotional Self-Control as a real-time capability to observe and manage the way they react to what is happening in their environment. They credited this as contributing to improving their personal leadership capabilities, including:

  • Faster cognitive recovery from stressful experiences
  • Greater ability to accept unsatisfactory circumstances and move forward
  • Improved management of depression and anxiety
  • Increased workplace productivity

A story told by a senior leader at a well-known global accounting firm helps illustrate this process of development. Her initial mindfulness practice helped her recognize something she had been unaware of for years—the negative way in which others reacted to her in meetings. Once she had made the connection between these reactions and unsatisfactory outcomes, she began to actively observe her interaction with others.

Through careful reflection on these experiences she began to see the relationship between her emotional states and the efficacy of her communication. This realization helped her understand the importance of focusing on Emotional Self-Control in the context of cultivating stronger and more effective relationships in the workplace. Through dutiful practice she succeeded in changing her interpersonal behaviors and reported improvement in the quality of her interaction with others: “…people started remarking about it…said, ‘You know what, how come you don’t get angry at all?’”

The Takeaway

In this and many other similar examples, the leaders I interviewed reported that Emotional Self-Control minimized the interference of negative emotional reactions with leadership activities. This improvement then created the opportunity for leaders to engage with others in a more meaningful and effective way. Obtaining these results required ongoing refinement of Emotional Self-Control, which helped leaders with intentional cultivation of other Competencies as well.

In my next article, I will discuss the relationship between mindful leadership and another Competency, Adaptability.

Recommended Reading:

Interested in learning more about how to apply these concepts at work? Our newly released Primers provide a concise overview of the Emotional and Social Intelligence Leadership Competencies of Emotional Self-Awareness and Emotional Self-Control, as well as an overview of the Emotional and Social Intelligence Leadership Competency Model itself.

The Primers are created by Emotional Intelligence author Daniel Goleman, with several fellow thought leaders in the field of emotional intelligence, leadership development, and research, including Richard Boyatzis, Vanessa Druskat, Richard J. Davidson, and George Kohlrieser.

Emotional-Self-Control

Emotional Self-Control: A Leader’s Perspective on Staying Cool Under Pressure

 

According to Daniel Goleman, Emotional Self-Control is “the ability to keep your disruptive emotions and impulses in check, to maintain your effectiveness under stressful or even hostile conditions… staying clear-headed and calm.”

Self-management and control are necessary components of the leader’s tool kit. It’s not so much about trying to muzzle yourself as it is about understanding your role as a leader.

Here’s how Emotional Self-Control emerged in my experience:

Years ago, as a newly minted manager at IBM, I was blessed with an insight into what this means both for the organization and myself. I was promoted to management because I was good at doing things. It’s the same in every business where I’ve worked. Generally, those who are the best at doing the work get recognized and when there is a need for managers they are selected because of their ability as “doer’s.”

In my case, I took over a financial planning department at an IBM semi-conductor plant in Essex, Vermont. The manager I replaced was a hard and dedicated worker, often putting in fifty to sixty hours a week; however, his work was largely transactional, and reactive. We did as we were told under his management and took few risks. Having taken over his department, I found myself sitting at my desk one evening wondering what I was supposed to do and trying to understand exactly what it meant to manage and lead a department of skilled financial analysts, some with far more experience than me.

I could feel the beginnings of panic, a tightening in my chest and a strong feeling that I should be doing something. But what? As I sat with my feelings, I suddenly understood. My job wasn’t at all what I thought it was. My job was to hold the anxiety for my department, for my team.

What does it mean to “hold the anxiety?”

Holding the anxiety involves engaging your Emotional Self-Awareness and Emotional Self-Control so that you can see the difference between your “doer” self and your “being” self. When you don’t have the ability to “do,” your anxiety can increase and you may feel motivated not to feel your feelings, but to push them on to your employees and co-workers. This can manifest itself in many forms. Micromanagement or other controlling behaviors are often at the top of the list. It is easy to rationalize our behaviors. But consider an alternative approach: if you choose to allow your anxiety and fear to take over and you micromanage or control your team, you miss the opportunity to develop your own self-awareness and effectiveness as a leader, and also miss out on the opportunity to develop a trusting relationship with your team. You may never really see what great work they can do, instead believing they need you to make decisions for them. They will then wait for your direction before making decisions and moving forward because they don’t feel trusted. But developing decision-making abilities in others is key to good leadership.

In “holding the anxiety,” you create space for them to learn and grow and ultimately increase the capacity of your team.

Applying Emotional Self-Control in the real world

It is a very delicate balance. Those above you in the hierarchy may be acting out their own anxieties from various pressures. This is where Emotional Self-Awareness and Self-Control are critical. You can listen to what your boss wants, feel the feelings you have, hold them, and then calmly talk to your team about what needs to be done and engage them in creating the proper result by listening, guiding, coaching, and leading.

Always take a moment to allow yourself to simply “be” and connect with your self-awareness, but don’t project it onto the team. You won’t always be successful. Sometimes we do project, but when you do if you can own it and recognize your projection you will continue to build a trusting relationship with your team and demonstrate your true strengths as a leader.

Fear is a motivational and destructive force in business. No one wants to fail. If we can understand and own our own fears and not project them on others, we will discover that engaged team members are far more creative and productive than frightened ones.

Victor Morrison has diverse management experience, including Financial Operations Manager for IBM, CFO of Finance for Planned Parenthood of Northern New England, CEO of Elan Ski and Snowboard Company for North America, President of American Flatbread, and recently as CEO of Dr. Hauschka Skin Care for the US and Mexico. Victor also works locally as a management consultant, focusing on sustainable business strategy development and executive management coaching. Victor has also been an occasional Adjunct Business Professor in Green Mountain College’s Sustainable MBA Program, teaching classes in People Management, Sustainable Business Strategy, and Finance.  

Recommended Reading:

Interested in learning more about how to apply these concepts at work? Our newly released Primers provide a concise overview of the Emotional and Social Intelligence Leadership Competencies of Emotional Self-Awareness and Emotional Self-Control, as well as an overview of the Emotional and Social Intelligence Leadership Competency Model itself.

The Primers are created by Emotional Intelligence author Daniel Goleman, with several fellow thought leaders in the field of emotional intelligence, leadership development, and research, including Richard Boyatzis, Vanessa Druskat, Richard J. Davidson, and George Kohlrieser.

 

changing habits

Changing Habits: Know When to Turn Off Your Autopilot

changing habits

iStock/Shivendu Jauhari

Changing Habits: When Autopilot Takes You in the Wrong Direction

“Insanity: doing the same thing over and over again and expecting different results.” – Albert Einstein

If you think about it, we live much of our life on autopilot. We’ve developed countless habit loops for daily activities: brushing our teeth, commuting to work, setting our DVRs. Unfortunately, some of our critical decision-making skills also go into sleep mode.

In the workplace, it’s natural to develop decision-making patterns due to time pressures, other priorities, even overconfidence (“I’ve done this before. I’m a pro.”). Our responses to problems or situations become automatic. When X event occurs, pull lever Y to solve the issue.

However, not all obstacles are created equal. A lack of presence around the nuances of a situation can be detrimental to a project – or an organization. Knee-jerk decisions often lead to costly mistakes. “This is how we’ve always done it” leadership mantras can also stifle thoughtful responses to unique challenges.

Fortunately there are several ways to become more aware of your ingrained behaviors and learn more productive ones.

Changing Habits: Find Your Blind Spots

An emotionally intelligent leader can monitor his or her moods through self-awareness, and change them for the better through self-management. But where does one start? How can you identify the areas you need to improve?

One way is to ask others to help you identify your blind spots. Hearing the truth about yourself can be uncomfortable. But self-delusion can derail even the most talented professional. Gather feedback from as many people as possible – including bosses, peers, and co-workers. Seek out negative feedback, even cultivating a colleague or two to play devil’s advocate. Keep an extremely open attitude toward critiques.

Such 360-degree feedback will reveal how people experience you – and provide you with valuable information about how you tick.

Changing Habits: Know How You Process Emotions

Customer complaints, tech issues or office politics illicit different emotional responses in different people. Knowing how you respond to such challenges can help you discover and practice new thought patterns that are positive and productive.

For instance, anger is a common response to office mishaps. Sometimes it’s justified. But will blowing up at a co-worker solve the problem? Will passive-aggressive treatment change the “wrong-doers” actions? Or would taking a five-minute walk help clear your head? After you’ve calmed down, could you talk with your co-worker to get a better understanding of the factors that played into making the mistake?

Remember, we may not be able to choose our stressors, but we can always choose how we respond to stress.

It’s also helpful to understand how our brains process emotions. The emotional centers are in the middle of our brains, especially in an area called the amygdala. In Daniel Goleman’s book The Brain and Emotional Intelligence: New Insights, he says,

“The amygdala is a trigger point for emotional distress, anger, impulse, fear, and so on. When this circuitry takes over, it acts as the ‘bad boss,’ leading us to take actions we might regret later…. The key neural area for self-regulation is the prefrontal cortex, the brain’s ‘good boss,’ guiding us when we are at our best. The dorsolateral zone of the prefrontal area is the seat of cognitive control, regulating attention, decision-making, voluntary action, reasoning, and flexibility in response.”

Changing Habits: Stop, See, Choose

Learning to recognize mental and physical signals to emotions play a major role in shifting mental habits. Do you grind your teeth or tap your pen on the table when meetings get derailed? Practice noticing your responses to triggers. Use them as guides to shifting your internal dialogue to a more neutral place. “I’m doing it again. Let me put my pen down, loosen my jaw and count to five. Then I can gently remind the team that we need to stick to the agenda.”

The more you become aware of thoughts, feelings and physical reactions to triggers, the more opportunities you have to practice behavior change.

Changing Habits: Retrain Your Brain

Making change means rewiring our brains by doing and redoing new behaviors, over and over, to break old neural habits and make a new behavior automatic.

One approach is mentally preparing for a task. This activates the prefrontal cortex – the part of the brain that moves us into action. More mental preparation translates into doing better at the task. And, the prefrontal cortex is particularly active when someone prepares to overcome a habitual response. Without that brain arousal, a person will reenact tried-and-true but undesirable routines. Learning agendas literally give us the brainpower to change.

Even just envisioning new behaviors will help. Brain research shows that imagining something in vivid detail can fire the same brain cells actually involved in doing that activity. Mental rehearsal and experimenting with new behaviors make the neural connections needed for genuine change, but they aren’t enough to make lasting change. For that, we need help from others – coaches, trainers, or trusted peers.

Changing Habits: Real-Time Test

Habit change may be a self-directed process, but it can’t happen in a vacuum. Our relationships with others help us articulate and refine our ideal self, compare it with reality, assess our progress, and understand the usefulness of what we’re learning.

We need to practice new skills with other people – in a safe environment. We need to get feedback about how our actions affect others and to assess our progress on our learning agenda.

Changing Habits: Additional Resources

Brain Science

Brainpower: Mindsight and Emotional Intelligence in Leadership

Develop a Healthy Mind: How Focus Impacts Brain Function

The Brain and Emotional Intelligence: New Insights

Practical Application

Mindful Leadership Breakthrough System

Cultivating Focus: Techniques for Excellence

Relax: 6 Techniques to Lower Your Stress

Thriving on Change: The Evolving Leader’s Toolkit