Good morning it’s Caroline here from Wide Eyed.  Today I am going to be talking about a little bit about behaviours and some of my thoughts around that, it has been an interesting week as I have been speaking to a new team and getting their thoughts around the challenges and increasingly the challenges are about peoples behaviours, how they are showing up, maybe their negativity, interrupting, not listening to each other, those sort of typical behaviours that somehow manage to exist everywhere but we let them continue.  One of the things I notice is that often people set some objectives that tend to be quite measurable or put processes rather than actually dealing with the behaviours themselves.

So my thoughts today around those behaviours start with the first one being understanding what’s causing the behaviours, particularly if it is something that is out of character, what’s happening with that individual and what’s causing their behaviour.  In order to be able to then understand and speak to them about it.

That links to my second one and that is about not being complicit in the behaviour, not just ignoring it not just accepting it.  One of the things I found fascinating this week is the number of times when I ask how people challenge difficult behaviours it is often they go to their line manager and expect their line manger to deal with it.  And I think that particularly when peer to peer relationships are in that situation it just won’t work, it’s not going to have the same impact building a relationship, a trusted relationships  that allows you to highlight or hold up a mirror about those behaviours and the impact it is having.  Getting someone to do it on your behalf certainly won’t result in the outcome you had hoped for.

And then the third thing I am thinking about in terms of the leader, you know what is it you are doing, what is the environment, what is the situation you are creating that’s suggests that that behaviours is acceptable.  Maybe it’s just something that people have let go for some time and therefore it just becomes part of the norm.  maybe some cynicisms, some negativity, a sense that actually not showing up at a meeting, being there but not actually physically attending or talking over people, there are all things as a leader suggest as acceptable.  Also be thinking about what it is you are setting as an example, because often these behaviours are things that are copied and followed so be very very mindful of your own behaviour.

So that’s it for today , my thoughts on behaviours and as I have said in the past when I did my feedback thing and about it being timely and someone saying at the time, gosh isn’t that just common sense?  And yes it is but it is amazing the number of times some people that have said to me is that some of the behaviours that they have been exhibiting and they had no idea about it until it had been highlighted in an annual appraisal, about 9 months after they had done it so they had been carrying on some of the behaviours for some time.

So understand the cause of the behaviours, don’t be complicit in it and then think about what it is you are doing to allow those behaviours.  Again I would love to hear your thoughts and feedback on that and as ever if you are interested in understanding about what it is I do, particularly around the vision side of things,

I have got my compelling vision download and also a free webinar that will take you through how to use that more effectively.  Thank you for listening and see you soon.  Bye bye.

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