Leadership Spotlight - The Diffusion and Multiplication of Perceived Behaviors

As a leader you are always under the spotlight and must behave that way.

D. Brown Management Profile Picture
Share
Leadership Tools: The Leadership Spotlight - It's Always Getting Brighter.

All of your actions and perceived actions will be replicated throughout the organization. They will not be replicated in the way that you think. Rather, they will be weighted toward the negative, comfortable, or short-term reward behaviors. Make these assumptions as you act throughout the day:  

  • PERCEPTION: It isn’t just what leaders do and say, but what others perceive them doing and saying as they interpret things through their own lenses with limited information.  
  • 20% POSITIVE: Assume that only about 20% of your positive behaviors will get noticed and replicated.  
  • 5X NEGATIVE: Assume that anything you do that is remotely seen as negative, comfortable, or short-sighted will get replicated 5X over what you actually did.  

Retired General Stanley McChrystal describes this in his autobiography, where an action as simple as rubbing his eyes in a daily video conference update would have people talking “What is wrong with the boss? Was it something I said?”   


Learn more about how we are all mostly wired.  



Related Training

Winston Churchill - Success, Failure and Enthusiasm
When there are no clear answers, it is critical to experiment, learn, and rapidly scale up those things that work. "Success consists of going from failure to failure without loss of enthusiasm." - Winston Churchill
Using a Vision to Create Desire and Context for Tasks
There is a whole lot of work involved in building projects and building a construction company. It is easy to get mired down in endless to-do lists, processes, and problems. The thing that holds this all together and accelerates performance is the vision.
Appearance and Experience of Management Control
As your career develops and you grow into roles of greater responsibility, one of the biggest challenges is what Jennifer Garvey Berger calls “The paradox of the appearance of increasing control and the experience of decreasing control.”