Leadership Beliefs - the alpha & omega of a high-performance culture.

In the post covid world, where innovation, efficiency, productivity and profitability reign supreme, but UK national productivity is as low as it's been in 200 years, and disengagement is at an all time high (Gallup 22&23 reports) ... the role of leadership beliefs in shaping organisational culture is more pivotal than ever.

As executives, navigating this generationally changing and challenging terrain, where mental health and the sustainability of the planet is of more importance than profit, to those joining the workforce, and those moving into senior leadership positions (not to mention the demands of the general public to see organisations do more about CSR and ESG than have a policy in place), perhaps it's time to pause and ask ourselves: What influences the way the human brain processes the world, leading to the thoughts & feelings that precede decisions, behaviours and actions taken?

Is it circumstance, ethics, morals, or perhaps a sometime less than harmonious blend of all such elements? ... and what are ethics and morals? Where do they exist? What leads to decisions and action ... in the boardroom ... in your meeting rooms, or on the front line, where raw materials are converted to finished goods, orders turn into cash and concepts are transformed into a product portfolio?

The rapidly evolving human-centric view, is that it has little to do with logic, and a lot to do with emotion... and emotions are a neuro-chemical state, established in response to the logical environment, each brain perceives, and navigates to survive.

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” Maya Angelou

In a scenario where two consultants stand before a potential client, the divergence in their beliefs becomes a lens through which we can scrutinise the essence of leadership.

One consultant's bold inner voice declares, "They have a budget, and I want it in my bank account," while the other's passionate self-talk asserts, "I want to do good in the world, and I can help this organisation improve."

Both will inevitably submit proposals, and on the surface, their actions may appear identical. Yet, the profound disparity in their underlying beliefs and intentions will undoubtedly shape the way they approach their work and relate to those they interact with ... leaving a lasting impact on the organisations they engage.

The same principle applies to CEO's, SLT's and management teams.

The emotional shadows we cast, last.

Fundamental questions emerge: Is there a right or wrong way to approach leadership? Is one belief system superior to another? The truth lies in the nuanced dance between principles and outcomes, a delicate balance that defines the fabric of either a high-performance, stagnant or toxic culture... and principles, are, at base, brain function, existing in the firing of neurons.

Consider the first consultant, driven solely by the desire to accumulate wealth, for a host of psychological reasons she is most likely unaware of herself. This approach, while not inherently wrong, carries with it a narrow perspective that places financial gain above all else. Contrast this with the second consultant, who prioritises making a positive impact and facilitating organisational improvement. Here, the emphasis extends beyond the immediate transaction, delving into the realm of sustainable success and ethical conduct.

But does the end justify the means? In the manufacturing world, where bottom lines often dictate success, the ramifications of leadership beliefs can be profound. A short-term gain in financial returns may seem attractive, and win the next 3 year gig, with big budget rewards attached to targets ... but the enduring effects of a values-driven, purposeful approach can elevate an organisation to unprecedented heights, where all involved can benefit and, profit consistently outperforms what is achieved when driving hard, (often through fear-based control), so a few people capitalise on others distress and walk away smiling.

The long-term impact of vastly different beliefs becomes evident. A company led by individuals who prioritise ethical conduct, social responsibility, and sustainable growth tends to foster an environment where employees feel inspired, valued, and aligned with a higher purpose. On the flip side, an organisation fueled solely by financial gain may achieve short-lived success, but the hollow core of its values could lead to employee disengagement, tarnished reputation, and potential long-term decline.

In the end, the choice between these belief systems is not just a matter of personal preference or conditioning; it's a strategic decision that shapes the very essence of an organisation and the approach people take toward their work.

If the idea of emotions being the key to so-called 'logical' decisions was ever in doubt, just watch the Carousel scene from Mad Men ... here https://www.youtube.com/watch?v=suRDUFpsHus

(A gift I was unaware if until I spoke to Jake Shaw earlier this week - thank you! And thanks to Geoff Hudson-Searle for the introduction).

As manufacturing executives, the challenge is to embrace a leadership philosophy that transcends the allure of immediate gains and seeks a balance between financial success and ethical responsibility, (where we recognise our responsibility to "create the conditions in which brains can perform at their best") - something staff and customers increasingly demand from all legal entities.

The emergence of a high-performance culture is not just a byproduct of our actions but a manifestation of the beliefs that guide those actions...

Just how such beliefs are formed, and existing beliefs are updated, can now be detailed easily and rapidly, to inform everything you do, through the #BTFA experience.

In a world where manufacturing excellence is intertwined with leadership integrity, the journey towards a high-performance culture begins with a profound introspection into our beliefs, what they are technically and what we can do to adapt them, when we find they no longer serve us.

This is the essence of learning and change.

Let us pave the way for a manufacturing future that not only excels in production but also leaves an indelible mark on the world, driven by purpose, values, and a commitment to doing good. After all, now we understand how brains work, it's an option on the table for everyone.

For more information about BTFA and how it can help you shift your culture, so it is ready for the future, contact Levent Türk (??Mr.BTFA??) , Philip Holt or myself. (Booking link at the top of my LI profile).