Start with Self

We tend to believe that in a storm or under pressure, being able to react and make quick decisions is critical.

Limitation of this belief: When we wish to work on significant changes on ourselves, moving fast doesn’t work anymore because it only brings us back to our “auto-pilot” mode.

Mindset shift: Change depends on being aware of our ways of functioning. This requires mindfulness. One pre-requisite of mindfulness is to pay deeper attention to ourselves and slow down, regardless of external circumstances.

We tend to believe we need to control others and the external world in order to create a positive impact.

However, the truth is we cannot control external circumstances or people; change doesn’t happen this way.

Shifting our mindset means uncovering our patterns of behaviour, concerns, vulnerabilities, fears, blind spots, along with making self-observations, are the prerequisites for change. We need to learn to be proactive and focus on what we can control — ourselves.

We are inclined to believe that 99% of leadership capacity development is about changing the professional environment.

Contrary to this belief, our tendency to create compartments between our work and personal lives disconnects us from who we really are. 

Shifting our mindset means start recognising that we are one whole person — who we are influences all that we do. Leadership capacity development comes from reconciling ourselves with our truest self as well as applying life experiences to work and vice versa.

We tend to believe that working on ourselves means addressing our blind spots and weaknesses.

However, you will never be remembered for addressing your weaknesses, but only for what you are great at.

Research shows that a strengths-based approach is far more impactful than focusing on weaknesses.

Shifting our mindset means identifying core personal strengths and learn how to broaden and deepen their use.

We have a tendency to operate this way: once we have a clear idea about what we want to do as well as feel capable and willing to shift from state (a) to state (b), we just have to move on and do it.

Our brain is wired to think on “autopilot”; so changing a habit requires both time and the willingness to experience the pendulum effect before rewiring can happen. Expecting and allowing ourselves to go back to the non-desired state (a) is exactly what we need to do to establish new virtuous habits.

We are inclined to believe that the work environment leaves little room for kindness and compassion. Performing is about outcomes, results, tasks, deadlines, and processes. 

In contrast with our belief, despite all our efforts to rationalize, the work environment, decisions made, deals, are made mostly based on what and whom we care for. People around us will remember us not because we achieved x, y, z, but because we were here for them when they needed us and they feel that we used a strong dose of compassion in the way we made decisions. 

Shifting our mindset means realizing that the more senior and mature leaders become, the more humanity and compassion becomes critical for them to possess at work.