The HarBeck Company

So what is happening? 

What we have are unconscious leaders who possess all manner of skills, but who have not developed the internal mechanism to put these skills into play when leading various kinds of people in stressful, crucial situations.  Like reptiles that operate solely on instinct, unconscious leaders revert to old, primitive, survival-based behaviors when under stress.   In fact, according to Dr. Paul MacLean, Chief of Brain Evolution and Behavior at the National Institutes of Health, we have just such a primitive brain: 

In the Industrial Age, the reptilian brain was honored and needed. Companies expected assembly line workers to take orders and work without thinking. Industrial Age management performed the functions of the neo-cortex. Management did the thinking and workers did what management told them to do.  In the Information Age, this arrangement no longer works. Today, workers must think, make decisions, and use their creativity. In the Information Age, reptilian behavior is a disadvantage and a hindrance. Yet, reptilian behavior still exists.  According to the triune brain theory, people upshift and downshift to use different parts of their brain depending upon their situation. When you upshift, you use your neo-cortex. A safe environment is necessary for upshifting. Consequently, creativity, learning, and thinking happen when you feel safe, secure, and protected. Praise and security promote upshifting.  Conversely, you downshift when your reptilian brain takes over. People become reptilian when they are afraid and concerned with survival. Criticism and fear promote downshifting. 

When a leader behaves like a reptile, so will that leader’s employees.  A vicious cycle ensues with each one triggering reptilian reactions.  A person cannot evolve when primarily concerned with survival.  So because leaders are higher up on the food chain, they are the ones who must initiate change in the work environment.  So how do managers deal with people who are governed by their reptilian brain? (No, a lobotomy is not the answer.)

These tips will help:

            Show them they are safe and assure them they will survive.

            Actively listen by reflecting back both content and feelings 

            Let them vent and get their feelings out.

            Do not counterattack. Responding in kind only escalates the situation.

But how?

Through our more than 20 years in leadership development and coaching, we have learned that what distinguishes the outstanding leaders - the ones who are conscious of their own behavior and the impact they have on the people around them.  It is these leaders who create safety and who, in turn, inspire followers to dig deep and commit to the cause, the ones whose people are able to say, "I'd go to hell and back for my boss" - always comes back to nine specific behaviors.  

These 9 Behaviors of Conscious Leadership Make Up the Content of Our Leadership Programs:

1.  Be Overwhelmingly Honest

Leaders think they're overwhelmingly honest, but many followers say otherwise.  

2. Gather Intelligence

In surveys, 95% of leaders were unable to give themselves the highest rating at demonstrating an understanding of their own strengths and weaknesses. Asking others for their opinions about something conveys respect and shows that they are valued

3. Be Composed

Effective and admirable leadership require composure. Challenges, stressors, and obstacles are inherent in any organization and in any leader's path; how leaders conduct themselves during the good times and the bad can be indicative of their character, competence, and ultimately, credibility.

 4. Let the Guard Down

Great leaders are authentic, personal and transparent to those around them.   They possess credibility.
 

5. Keep Promises

When  leaders match their words and actions and do what they say they will do, they place a high value on their commitments.  
 

6. Properly Handle Mistakes

How leaders handle mistakes actually may be more important than getting things right the first time. Even with its inherent risks-such as appearing weak, incompetent, or otherwise less than perfect-confessing mistakes signals courage, accountability, and humility. Indeed, mistakes are an opportunity to visibly demonstrate a commitment to honesty.

7. Deliver Bad News Well

Delivering bad news can be tricky business, yet doing it well is essential. When sensitive, controversial, or potentially hurtful information is not delivered well, people can feel betrayed, angry, and indignant.  
 

8. Avoid Destructive Comments

In developmental assessments, 88% of leaders admitted they could improve in avoiding destructive comments, and 83% of their bosses agreed. Language that divides or is otherwise destructive can undermine the whole reasoning behind leadership transparency-to improve relationships, increase trust, and build a credible reputation. Leaders must model and reward language that does not employ inappropriate blame or criticism, us-versus-them attitudes, or talking down.

9. Showing Others That You Care

In order for leaders to be successful at influencing and motivating people, their followers must have a solid answer to the question: Do you care about me? Leaders must visibly show their followers that, yes, they do care, and this is done by developing the followers, recognizing them, and seeking to know and understand them. While showing value for employees has lasting, bottom-line benefits in morale, quality, and productivity, a leader should not be motivated to demonstrate care and value for the organization's benefit alone.  
 

The Payoffs