Monthly Archive for February, 2009

roots of the attitudes and behaviors we seek to transform may be planted in body memories formed long before we learned to ride a bicycle, and may last just as long as that remarkable piece of programming. When we grow up speaking one language and learn another later in life, we will retain the accent [...]

When there are too few examples of a leader doing the right thing and too many of continuing the offending behavior, both disconfirmation and coping mechanisms are needed. We’ll find ourselves better prepared to give disconfirming feedback if we get the leader’s agreement on our role: “Would it help if I mention it if I [...]

Insights may occur in a flash, but this is rarely true of lasting transformation. Translating insights into new ways of relating to ourselves and others is usually a long, uneven process. Successful transformation is assisted by reinforcement when we are successful at changing a behavior and disconfirmation when we are not. Reinforcement and disconfirmation require [...]

While modeling ways to change, followers may also need to help leaders contain abusive behavior until they can transform it. For example, a leader who screams needs to modify this behavior while working to transform the underlying causes. Otherwise, the bond between the leader, followers, and common purpose is severely weakened. Anger is a potentially [...]

We can model any characteristic we possess or develop, but the most important one to model may be empathy. A leader must be able to empathize with real people and not just serve abstractions. Among the most abusive acts are those committed by leaders who passionately pursue revolutionary social goals, but are incapable of feeling [...]

When a leader is engaged in transformation, old ways of doing things become insupportable and start to break down. The leader begins searching for new ways of doing things. Models become important. Followers can sometimes provide those models. A follower is no more a paragon of exemplary behavior than a leader, but we each have [...]

Transformation requires a secure vessel—the equivalent of a protective cocoon in which the work can be done. This is difficult to create in the hurly-burly world of fast-moving organizations. It can be done, however, by followers who are committed to creating a caring community. We sometimes hear of the loneliness at the top of an [...]

If a group intervention is indicated, it is advisable to use an outside facilitator unbiased by preconceptions and uninvolved with organizational politics. An outside facilitator can ask difficult questions, make difficult observations, and be trusted to respect the confidentiality of the process. Otherwise our tough job is made even tougher. We are part of the [...]