If there’s one thing that’s become crystal clear in 20 years of coaching high-performance, it’s that leaders still don’t recognise that the fundamental game changer for them and their businesses, isn’t just about strategic savvy or decision-making prowess; it’s about understanding people. We might initially agree with this statement but what are we doing to get “under the hood” of people’s minds, and actually do something with that knowledge to allow people to thrive?
The question of why people do what they do has haunted leaders since the dawn of time—or at least since the dawn of the office coffee machine. It’s a psychological puzzle that I’ve spent nearly two decades piecing together. The answer often lies in basic human needs: autonomy, competence, and relatedness (i.e. Self-Determination Theory). Meeting these needs doesn’t just put a spring in someone’s step; it turbocharges their performance. But, that’s not all we need to know. We also need to recognise that we are shaped by every single experience in our lives, so completely understanding another’s perspective is next to impossible. So, what do we do if total alignment is out of reach?
My journey with executives into their the minds has been filled equally with challenging moments, tears, and frustrated sighs as well as epiphanies, eureka moments and relief when something finally comes to light. One of the greatest frustrations is often, “I don’t understand this behaviour” and one of the greatest realisations is “I don’t have to”.
This may sound conflicting, as I’ve said only a breath earlier, that you must understand the behavioural drivers of your team to succeed. However, really, we can’t. The best we can do is understand the drivers of these behaviours, which may simply be, that those behaviours come from that long life-history of the person.
The question is: What is the responsibility of the leader now?
The first step is to ask if these behaviours are working well to meet the objectives of the business, the second is to then create an environment where individuals learn:
- How to be self-aware, and
- That their brains are malleable and can change!
A tech startup I worked with not long ago was struggling with high turnover. When we dug into the behavioural drivers, we found that their brilliant tech minds felt caged by micromanagement. They needed autonomy like plants need sunlight. So, we shook things up, decentralised the decision-making, and suddenly, innovation flourished like New Zealand’s beautiful kowhai flower in spring. The responsibility of the leader was to help the team see what they were doing and then show them how they could use their individual motivations to move forward faster. The responsibility of the individual was to then own those choices and work in the way most aligned to the individual approach. This took a little brain power to shift but we are all capable of changing our patterns when we commit.
Incorporating these insights into leadership styles isn’t just about being empathetic; it’s about being strategically empathetic. Yes, that’s a thing! For instance, recognising when to push for performance and when to pull back and let people breathe a little (without dropping the ball) is an art form.
It’s not all smooth sailing. Navigating the ethical waters of behavioural analysis can be as tricky as explaining cricket to a non-fan. Transparency and consent are non-negotiable, and let’s not forget, people are beautifully complex. Reducing them to data points? Not on a great approach in my experience!
The environments that are thriving are workplaces where leaders are not just bosses but coaches who understand the value of aligning personal motivations with corporate goals. It’s about creating a workplace that isn’t just about work.
As I reflect on these two decades of coaching, I’m reminded that we’re all just learning, relearning, and sometimes unlearning how to navigate this thing called life—and leadership. So, to all the leaders out there, remember: understanding the why behind the what in your teams is your best strategy yet.
Ready to dive deeper?
Let’s connect and explore how you can harness psychological insights to transform your leadership approach from effective to extraordinary. Join one of our webinar sessions each month – sign up through linked in or here www.nextevolutionperformance.com/events
Remember, in leadership as in life, it’s never just about getting things done—it’s about helping others understanding why we’re doing them in the first place.