Many times, the greatest obstacles are not in lack of knowledge, but in invisible barriers that slow personal growth. Why do some people, despite their technical capacity, find it difficult to connect their peers or equipment?
This happened during a consulting process in a company, we work with a highly technical profile leader. His approach was inflexible regarding the knowledge of his team and showed indifference to human relationships.
We propose the situation and recognize both its technical strengths and its emotional weaknesses. That is, we validate and share different perspectives on their improvement areas.
As part of the agreed actions, we proposed to increase its sociability levels. To do this, he had to get closer to his team and generate a perceptible change in his leadership style.
Upon arriving at the office, people would approach them and greet them warmer than usual. In addition, he would break the ice with conversations on non -work topics before heading to his office.
To the following weeks, he consults someone from his team if he observes any different behavior regarding the arrival of his leader to the office; To which I answer that I saw certain insinuations of conversations, but that it cost him a lot of greeting. Realizing this leader, analyzing as a car he evaluated the fulfillment of his action plan, which we had committed, he manifests that frustrated and somewhat distressed, because he visualized from his home as he was going to greet the people when he arrived at the office; But, then at the time of the truth something took him out of play, not being able to perform the action as he had planned. Given this situation, as his family greets him, specifically to his children, to which, he replied with his eyes open, with a “hello”.
I ask him, don’t you kiss and hug your children? No, the truth that I always received distance from my father to make me strong. When we review this situation, there was an important emotional breakdown, since I identify, move on to the conscious, accept the situation by knowing the origin of the impediment. Interpreted the context, he quickly managed to do homework with his children, and then transfer him to the workplace. Hidden stories that are crouched there waiting to be discovered before this trip is called life.
Discovering our hidden side, as in the preceding history, allows us to expand our potential. The hidden side, in other words, our shadows, has to do with all those aspects that limit us, block and put on our actions that lead us to our goals. The shadows we have, even affect our personal coherence, because there is a gap between we say, we commit ourselves and then do. A very simple, although very important example, on that hidden side, is part of the unconscious world of each person, which at the time of the execution of an action is misalized.
What could be the causes of a frequent and repetitive error of a person even when the analysis of the situation, understanding and feedbak instances have been made? I have to live often, cases of people with whom a pattern of behavior that is sought to modify, conditions, the technical aspects of the process are aligned and a commitment is agreed; But at the time of truth, in the execution again the omission, failure and the pattern of repetitive behavior appear. This is quietly the example of the story of the beginning, of the technical leader who did not greet his children with a kiss. We discard problems of knowledge, technical knowledge of processes and methodological.
The problem is given in doing, in behavior. Is this kind of situations familiar? If we carry this type of patterns, errors or dysfunctional behaviors; At a sports level, we can talk about undined errors. What does this mean in everyday terms? They are those mistakes, which are made without the determining intervention of an exogenous variable. That is, without an external factor that alters the operation, obeying responsibility for the performer of the action for some mental interference that takes it out of focus. What factors could these circumstances obey? In our shadows, which can be unconscious dysfunctional emotions such as anxiety, fear, guilt, shame and self -confidence; among others. Likewise, the concerns, thoughts and limiting beliefs of a person; They are part of those shadows that generate mental hindering at the time of action, affect coherence, commitment and loss of willpower. According to the analytical psychology of Carl Jung, the archetype of the shadow represents the “dark side” of our personality, those features and attitudes that the conscious self does not recognize as its own. During childhood, personal shadow develops in all of us.
That dark side, is the one we do not know that we do not know, is our highest level of unconsciousness, which prevents us from knowing more about ourselves. Somehow, we can say that, to leadership, it can be enhanced with information, having more analysis variables we optimize our decision -making quality. What is part of our shadow, can be a great crouching inner leader or beliefs that limit our actions. Discovering them can undoubtedly change our lives.
Leadership specialist consultant. Counter. Mg. Adm. Companies. Ontological coach Esp. Neurosciences. Author of the book “Leadership 360 °”
Source: Ambito
I am Pierce Boyd, a driven and ambitious professional working in the news industry. I have been writing for 24 Hours Worlds for over five years, specializing in sports section coverage. During my tenure at the publication, I have built an impressive portfolio of articles that has earned me a reputation as an experienced journalist and content creator.
