Ever wondered why we spend so much of our time trying to fix problems?
Time is a precious commodity. So many of our clients spend much of their time focused on solving problems - what is not going well and how do I fix it.
In
contrast businesses tend to spend not nearly enough time in the area
that research tells us is far more effective i.e. building on our
strengths – what are we really good at and how do we capitalise on those
strengths.
As
is often the case when we consistently focus on the sub optimal
strategy, the rationale lies in the way we have evolved as humans and in
the reinforcement of instincts that served a vital purpose in keeping
us alive and enabling us to succeed.
While
a focus on problems was useful when we were subject to life or death
situations this attention to the negative has stayed with us long after
sabre toothed tigers vanished. Because
this was a primitive and instinctive reaction, the human brain needed
to give it precedence over issues that could be mulled over at our
leisure. As such this very
human but very primitive reaction is centred in the primitive part of
our brain – the same part that is responsible for the fight/flight
reaction.
As a consequence a negative view of things influences our behaviours. Hence we tend to prefer to have a problem oriented mindset rather than solutions focused mind set.
What changes when we consciously seek to change our attitude and behaviour to a more positively focussed outlook?
The key change we observe is in the more positive attitude to dealing with and learning from failure. Business leaders are no longer afraid of taking responsibility and owning outcomes and as a result real progress is made. Managers
are more open to be held accountable and this acts as a spur to action,
they grasp opportunities more effectively and generate better results.
In
an organisation able to adopt these ‘above the line’ behaviours we see
less of a blame culture, they are less bogged down in denial and excuses
and are able to face up to the facts and the reality in which they find
themselves.
Looking at your organisation today how would you assess the balance between above the line and below the line behaviours?
A
change in mindset starts with simple honest acceptance of where you
and/or your organisation is currently positioned. Choosing to
behave differently and getting some guidance on how to bring about
sustainable change is above the line behaviour. So what are you
waiting for?
