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Are you being unconsciously reactive?
November 07, 2017

I repeat: Are you being unconsciously reactive?

Do you remember that I asked about your main challenges building a high performing team, engaging your direct reports to their work and committing them to you?

And do you remember that – through your answers – I discovered that many of you perceive that the origin of your problems comes from your direct reports?

I repeat …

This is VERY important:

A high percentage of you (yes, you my dear reader) BELIEVE that the root, the origin and the source of your problems – in order to build a high performing team, engage your direct reports and commit them to you – comes from your direct reports themselves.

Sustainable high performance has building blocks – and this belief is definitely NOT one of them – on the contrary – this belief is limiting your performance, your direct reports’ performance and your team’s performance.

Last month, I told you that instead of looking outwardly (looking outside of yourself and believing that your problems come from your direct reports) – you should be looking inwardly (looking at yourself in the mirror and looking inside of yourself).

Last month I talked about your Emotional Intelligence.

This month I am going to talk about another sustainable high performance building block – a fundamental guiding principle.

Fundamental Guiding Principle:

This principle is the First Habit that Stephen Covey talked about in his book, “The Seven Habits of Highly Successful People”

The name of this principle is, “Be proactive – not reactive”

To talk about this principle – first – please allow me show you a continuum.

This continuum has two extremes:

The Far Left extreme – and the Far Right extreme.

On the Far Left extreme

  • This is about what happens to you
  • Your behavior is the result of your external conditions
  • Your behavior is based on your feelings
  • You unconsciously react to the external circumstances
  • You spend your life in a reactive mode
  • You tend to be the victim of the state of affairs around you

    On the Far Right extreme

  • This is about how you consciously respond to what happens to you
  • Your behavior is the result of your mindful decisions
  • Your behavior is based on your values
  • You have the ability to respond, you respond with ability: responsibility
  • You spend your life in a proactive mode
  • You tend to be in control

    Question:

    If this continuum has a dividing line right in the middle – let me ask you one question:

    When you believe that the root of your problems – in order to build a high performing team, engage your direct reports and commit them to you – comes from your direct reports themselves; where are you placing yourself on this continuum?

    Are you placing yourself on the left-hand side – or are you placing yourself on the right-hand side?

    Think about it.

    Where?

    Go back here above – and re-read the characteristics of both extremes.

    Answer:

    When you believe that the source of your problems – in order to build a high performing team, engage your direct reports and commit them to you – comes from your direct reports themselves, you re placing yourself on the left-hand side of this continuum.

    In other words – you are being reactive (consciously or unconsciously).

    BUT, when you assume full responsibility about both your direct reports’ performance and about your team’s performance – you are placing yourself on the right-hand side of this continuum, you are being proactive.

    Whit kind of boss do you want to be?

    Do you want to be reactive, blame your direct reports – and play the role of the victim?

    Or do you rather be proactive, take full responsibility – and be in control of your direct reports’ performance?

    IF you truly want to build a sustainable high performance – another building block (besides your emotional intelligence) is your proactivity.

    When one of your direct reports doesn’t give you the results you need – your superiors are going to be questioning YOUR performance.

    Once you assume full responsibility for your direct reports’ performance and for your team’s performance – then and only then will you be able to do something about it.

    There are many tools to help you do just that.

    But you won't be able to unleash the full potential of such tools, if you are not proactive in the first place.

    Stop believing that the origin of your problems – in order to build a high performing team, engage your direct reports and commit them to you – comes from your direct reports themselves.

    This is a limiting belief because – consciously or unconsciously – you tend to blame your direct reports and play the role of the victim.

    Instead, realize that the root of your problems – in order to build a high performing team, engage your direct reports and commit them to you – comes from within you and not other than yourself: It comes from your lack of competence. Period.

    This is an empowering belief because – as I already said – you will consciously do whatever it is you need to do in order to create the performance you want to generate.

    Your beliefs shape your reality.

    Get rid of your limiting beliefs – and replace them for empowering beliefs.

    What kind of reality do you want to bring about for yourself?

    Conclusion:

    Be proactive – not reactive.

    And behave accordingly.




    Questions? Feedback?
    Reply to this Newsletter and tell me what you would like future issues to be about.

    Feel free to re-send this "Leader Newsletter" to your colleagues.

    And click here to see the entire "Leader Newsletter" Archive.

    Most recent 12 "Leader Newsletter" issues:

    Your Emotional Intelligence
    Your main challenge within the team you lead
    Are leaders born or made?
    Improve your team’s performance - faster!
    Your adjectives are your worst enemy
    Job Design & Intrinsic Motivation
    Communication Skill You Must NOT Lead Without
    Performance Management Made Sexy
    Are you optimizing your development activities?
    Sustainable High Performance
    5 values you must NOT lead without
    Are you really behaving as a manager?


    See you next month!
    Joseluis Romero - Publisher
    www.Skills2Lead.com
    November 7, 2017. Copyright: All rights reserved
    I publish "Leader Newsletter" on the first Tuesday of every month
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