What You Think is What You Do (and Who You Are)
What You Think is What You Do (and Who You Are)
Neuroscience, as discussed in David Rock’s book, Quiet Leadership, reveals exciting information about our brain and specific studies which show that what we think directly influences what we do. In his book, David shares how this applies to leadership and management effectiveness. Our patterns of thinking (which combine emotional responses as well as logical analysis) inform our decisions and drive our choices and actions. How we repeatedly respond to certain people, for example, is due to how we repeatedly think of them which may be based on previous experience with that person. We already begin an internal dialogue about them… sometimes before they've even opened their mouths! Our brains have set the stage for what is about to transpire. This is why it's hard for people who have made a bad impression over time (and it doesn’t’ take much time) to ever get out of the "box" our brains put them in. We become hardwired with our thinking toward that person. It’s the same for how we think about theories, problems, relationships, challenges, politics, etc.
It is this hardwiring that informs our thinking which we use to make sense out of what is being presented to us every day. Our hardwiring also is what is behind our decisions inside our heads and moves us to make specific choices and then take certain actions externally. Think of it as a flow that looks like this:
Thinking (internal) → Decision (internal) → Choice (internal) → Action (external)™
So this begs the question: Can we change our hardwiring? Right now science says mostly, no. But the good news is our brains can build new wiring! And it doesn't take as long as we previously thought to construct new wiring to new highways that our brain can construct. The more we use these new roadways and continue to build upon them, the more hardwired they become. What happens, then, is that we begin to shift our thinking, decisions, choices and actions in a direction that will bring us (and perhaps our business, results, team, family, or society) to a new level. New thinking takes over which sparks the opportunity to make better decisions and create new and better outcomes. What happens to our old hardwiring? Well, like a formerly used road that is now bypassed for the newly constructed superhighway, it becomes weaker and is less utilized.
What are you thinking? When you are looking to drive innovation, solve a problem, create a solution, or resolve a conflict begin by asking yourself a few questions:
1. How often do I think about this?
2. On a scale of 1-5 how important is this to me? To my team?
3. How else can I think about this?
4. What assumptions am I making?
5. What am I not thinking about in this situation? (or giving little thought to?)
6. How do I feel when I think about this?*
*Feel. Oh, that word! What does feeling have to do with good, solid decision-making? We've been talked into thinking (hardwired) that emotions and feeling have no place in business and yet the lack of them or presence of them plays out in some of the most disastrous and fabulous outcomes every day. Learn to harness their power. Remember, humans are emotional beings. The limbic (emotion) and neo-cortex (reasoning) parts of our brains are inextricably tied. They are both part of our thinking and no amount of denial (or corporate directives) is going to change that. Learn to listen, understand and use what your emotions are telling you! As my colleague, Dr. Emina Karamanovski explains in her book. Emotions Simplified, “Emotions are your allies not your foes. Emotions are messengers that are trying to tell you something important.” Value and integrate your logic and your emotions. You will be a better leader and decision-maker. Find people who can challenge your thinking and help you through the process such as a coach, colleague, mentor, supervisor, friend, etc. Remember, too, that when you ask someone to change their thinking you are actually asking them to change who they are. Be patient with others and yourself.
As an executive, a rising star or a veteran leader, the ability to look inward along the way is critical. Our world is not static and change has become the norm…and it comes fast. Technology has driven this to a large extent. Therefore, it is imperative that our thinking and being as humans must be revised and revisited just as our technology is. It is my belief that we have put significant money and effort into perfecting and advancing our technology and yet our thinking as humans has not evolved or advanced as deeply and significantly. We need to effectively find solutions for emerging concerns as well as historic issues that continue to challenge each new generation. How we think about what is before us, what is and what could be, will determine what happens next.
Where has your thinking been taking you?
What You Think is What You Do and Who You Are - To learn more about this author, visit Karla Robertson's Website.
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Isn't it interesting that when things are going wrong, we look externally for the fix-it solution or for the cause of the malfunction? Even when things are going well and we want them to work better we reach for our mouse and engage in the cyber-driven pursuit of seeking answers from resources and experts "out there". Why is it that we overlook one of the best sources for our answers: our own brains? When we want change, rarely is our first action to go internal to ask ourselves questions that will reveal not just knowledge but new ways of thinking. What keeps us from spending time inside our own brains to find solutions and higher awareness?
Neuroscience, as discussed in David Rock’s book, Quiet Leadership, reveals exciting information about our brain and specific studies which show that what we think directly influences what we do. In his book, David shares how this applies to leadership and management effectiveness. Our patterns of thinking (which combine emotional responses as well as logical analysis) inform our decisions and drive our choices and actions. How we repeatedly respond to certain people, for example, is due to how we repeatedly think of them which may be based on previous experience with that person. We already begin an internal dialogue about them… sometimes before they've even opened their mouths! Our brains have set the stage for what is about to transpire. This is why it's hard for people who have made a bad impression over time (and it doesn’t’ take much time) to ever get out of the "box" our brains put them in. We become hardwired with our thinking toward that person. It’s the same for how we think about theories, problems, relationships, challenges, politics, etc.
It is this hardwiring that informs our thinking which we use to make sense out of what is being presented to us every day. Our hardwiring also is what is behind our decisions inside our heads and moves us to make specific choices and then take certain actions externally. Think of it as a flow that looks like this:
Thinking (internal) → Decision (internal) → Choice (internal) → Action (external)™
So this begs the question: Can we change our hardwiring? Right now science says mostly, no. But the good news is our brains can build new wiring! And it doesn't take as long as we previously thought to construct new wiring to new highways that our brain can construct. The more we use these new roadways and continue to build upon them, the more hardwired they become. What happens, then, is that we begin to shift our thinking, decisions, choices and actions in a direction that will bring us (and perhaps our business, results, team, family, or society) to a new level. New thinking takes over which sparks the opportunity to make better decisions and create new and better outcomes. What happens to our old hardwiring? Well, like a formerly used road that is now bypassed for the newly constructed superhighway, it becomes weaker and is less utilized.
What are you thinking? When you are looking to drive innovation, solve a problem, create a solution, or resolve a conflict begin by asking yourself a few questions:
1. How often do I think about this?
2. On a scale of 1-5 how important is this to me? To my team?
3. How else can I think about this?
4. What assumptions am I making?
5. What am I not thinking about in this situation? (or giving little thought to?)
6. How do I feel when I think about this?*
*Feel. Oh, that word! What does feeling have to do with good, solid decision-making? We've been talked into thinking (hardwired) that emotions and feeling have no place in business and yet the lack of them or presence of them plays out in some of the most disastrous and fabulous outcomes every day. Learn to harness their power. Remember, humans are emotional beings. The limbic (emotion) and neo-cortex (reasoning) parts of our brains are inextricably tied. They are both part of our thinking and no amount of denial (or corporate directives) is going to change that. Learn to listen, understand and use what your emotions are telling you! As my colleague, Dr. Emina Karamanovski explains in her book. Emotions Simplified, “Emotions are your allies not your foes. Emotions are messengers that are trying to tell you something important.” Value and integrate your logic and your emotions. You will be a better leader and decision-maker. Find people who can challenge your thinking and help you through the process such as a coach, colleague, mentor, supervisor, friend, etc. Remember, too, that when you ask someone to change their thinking you are actually asking them to change who they are. Be patient with others and yourself.
As an executive, a rising star or a veteran leader, the ability to look inward along the way is critical. Our world is not static and change has become the norm…and it comes fast. Technology has driven this to a large extent. Therefore, it is imperative that our thinking and being as humans must be revised and revisited just as our technology is. It is my belief that we have put significant money and effort into perfecting and advancing our technology and yet our thinking as humans has not evolved or advanced as deeply and significantly. We need to effectively find solutions for emerging concerns as well as historic issues that continue to challenge each new generation. How we think about what is before us, what is and what could be, will determine what happens next.
Where has your thinking been taking you?
What You Think is What You Do and Who You Are - To learn more about this author, visit Karla Robertson's Website.
Like this article? Share it with your friends
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Karla Robertson Video - Karla Robertson has been guiding executives to drive change, improve their leadership, and build great teams for 10 years. Before becoming an executive coach, Karla spent over 10 years in sales where she was ranked #1 in the country for six consecutive years at one of America's largest mortgage companies. At this company, she also breathed new life into existing programs through innovation and expert implementation. She then shifted industries and achieved similar results as a sales executive with a pharmacy benefit management company. She initiated a task force and led a team to recraft and implement a new sales process. Using the new approach, Karla was the driving force that boosted sales and reclaimed this company's place as a dominant entity in their industry.
Karla has been a corporate coach, working with executives and their teams, since 1999. She is a professional certified coach, holds a B.S. in psychology and marketing, and is a Myers-Briggs MBTI® Master Practitioner. She is thought-provoking speaker, and motivational force as an executive coach and meeting facilitator. She is an active volunteer for The Make-A-Wish Foundation of NJ and an active board member of the New Jersey Professional Coaches Association.
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