The beliefs that motivate my actions these days
Inspired by Meg Wheatley, this post outlines the personal beliefs that motivate my action these days and invites leaders to consider doing this same.
It is now well understood that our (internal) values and beliefs drive our (external) actions and behaviours. Two well-known models, amongst many others, that demonstrate this are the iceberg culture model and Ken Wilbur’s four quadrant model.
I was recently surprised and delighted reading Margaret Wheatley’s book Turning to One Another in which, early on, she casually and clearly articulates the beliefs that motivate her action these days. It felt refreshing and transparent. It got me wondering how often, if ever, we as leaders take time to stop and capture the beliefs that drive our actions and behaviours? To actually write them down?
When did you last do this?
Given my passion for personal values, I have mapped my personal values over many years. I have observed the growth and shifts and the resulting changes in my behaviour and decisions (which I will leave to another post). But I have never stopped and written my beliefs down. Now is obviously the time!
So taking the lead from Margaret’s fresh approach, I wrote a heading on the page:
What are the beliefs that motivate my actions these days?
In the context of my vision to inspire leaders to do the personal development work they need to become the best possible versions of themselves, and in doing so to build human organisations, here is some of what followed.
- We are out of balance and that is the source of so much illness, disconnection, suffering, poor decision making and performing – within ourselves, our teams, our organisations, families and communities. Starting at a physiological level ( you know – the normal biological functions of our bodies) our automatic nervous system is out of balance with an overactive sympathetic nervous system (tension) and under active parasympathetic nervous system (our relaxation response). You can read more about that here. We spend too much time thinking and doing, responding to the demands of the external world. We are disconnected from our inner wisdom and knowing, feeling and sensation and the people that matter to us. (Perhaps there’s a thesis in here somewhere?)
- Optimal performance and inner peace and happiness are more readily available to us when we restore balance. You can read more about 1 and 2 in this blog post: Mastering thinking and doing AND feeling and being
- We have to learn new ways to access our inner potential and wisdom to respond to the wicked challenges of the time we are in. It’s less about skills and knowledge and traditional leadership development and its and more about building our capacity as human beings. One example of this is that many of us are left brain dominant (the centre that deals with language, logic, ration and reason) and underdeveloped in our right brains (the creative, intuitive side). There is so much untapped potential available to us via our right brain.Two ways I know how to do this are through Art Therapy and Yoga Nidra Meditation. You might also like to read here about the wonderful potential of the mind and why they are important for leaders.
- Developing people is the solution to the problems that confront us. (I share this one with Margaret Wheatley.) It’s not about training. It’s about development. A lifelong commitment to learning and growing is needed, accelerating the normal human developmental journey that is available to us all. ‘Get Connected- Its where change happens Part 3 – Connect to ‘Our Reality, Connect to Our Learning’.
- Wellbeing is a strategic business issue that is not separate from cultural transformation. Wellbeing is so much more than a tactical intervention with a fruit bowl in the kitchen and yoga classes for employees (although these are important in their own right). Achieving wellbeing and transforming culture are one and the same, leading to a healthy, thriving, ‘well’ organisational culture and human organisation. My point is that there is no need to pursue these two things separately. Rather, wellbeing and cultural transformation should be part of the same strategy.
- We are all craving intimacy. I am not referring to sexual intimacy. I am referring to the connection that we need as human beings. Relationships are all we have. It’s essential that we create the space and build the capacity and capability to form real connections with each other in the workplace, in our families and in our communities. This will mean putting down our technology and ‘moving towards’ one another with compassion and deep care. This is what is needed right now. ‘Get Connected- Its where change happens Part 2 – Connect to ‘US’.)
- Fully human organisations are the ones that will thrive in this next decade and beyond. You can read more about my vision for fully human organisation here. I would love to hear your thoughts.
- We have to consciously create space if we want to create change. Change simply does not happen unless we carve out ‘space’ in our lives and guard that space as though our lives depend on it. Space to reflect, to think; space for feeling and being. Space in each day, each week, each month, each year – for ourselves and our teams.
Not an exhaustive list but a solid start.
How about you? What are the top beliefs that are motivating your actions?
