The Worst Thing About Best Intentions
Roberta Matuson
Strategic Advisor on Talent | Global Executive Coach | Public Speaker I Brand Ambassador | HBR Contributor I Helping organizations attract & retain the best people.
For years, I had great intentions of getting into tip-top shape. However, it wasn't until I was willing to change my behavior, that I started to see results.
I tell clients all the time that it's our behaviors that matter. Not our intentions. Here are a few real-life examples that hold executives back, in spite of their plans.
Intention Number One. I intend to get promoted this year. Everyone knows I'm the best person to succeed my boss. I'm sure when the opportunity presents itself, I'll be the first one considered.
Reality. A promotion becomes available, and it doesn't go to you. The promotion is awarded to the leader who has taken steps to earn the trust of the person ultimately responsible for making the decision.
Intention Number Two. I intend to have my team fully staffed by year-end, even though it typically takes six-months to locate a top-notch employee.
Reality. The team is staffed. Just not with top-notch people. You caved and allowed HR to pressure you into hiring the only people they could find. Next time, do yourself a favor. Find your own people.
Intention Number Three. You intend to manage out your non-performers finally.
Reality. You're the one managed out, as a result of non-performers complaining about you. Next time, take action the moment it becomes apparent that an employee is not working out as expected.
Intention Number Four. I'm going to work on improving my leadership skills.
Reality. I'm still talking about how I'm going to improve my leadership skills, even though I've made no efforts to do so.
Intention Number Five. This year I'm going to hire a coach to help me advance in my career.
Reality. I don't have the money to hire a coach. However, I do have a new lease for a cool car that I've been dreaming about.
By now, you're probably getting the point. The worst thing about best intentions is that they often do more harm than good. At some point, you start believing you're not worthy of achieving your hopes and dreams, which for many sets them into a downward spiral.
Here's my advice to you. Pick one intention and commit. Write down exactly what you are willing to do to move your plan forward. If need be, get yourself an accountability partner who can help you stay on track.
? Matuson Consulting, 2018. All Rights Reserved.
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Research Associate at The University of Kiel | Data Governance
6 年How can I reach you on your service offerings?
Making businesses in Essex competitive | Digital transformation | Digital Strategist | Business Advisory | Digital Marketing | Start Ups | Business Planning | Market Analysis | Business Consultant
6 年I think you have touched on a number of issues here including the Peter Principle and the Dunning Kruger effect.? Non-performers are not a failure of the manager but a failure of the recruitment process. The problem with many recruitment processes is that they look at the past or past companies as evidence of future performance.? The same philosophy in football, if a player was good in one club he should be good at the next club. This is not the right approach.? Maybe a better approach is to identify why the footballer wasn't better in the other club and see what supporting resources were missing. Then use this approach to improve all the team members starting with resources and team members etc.?
Rekindle Intimacy in your most important relationship on earth.
6 年I love this. It's the difference between knowing and doing. Most people know what to do in each of the examples as in most situations, yet they fail in the "doing." It's much easier to do nothing. It takes "want to," which requires initative and courage to move forward. The rewards usually outweigh the risks. Thank you for this article.
Program Coordinator Daniel Cantor Senior Center
6 年I love this, you can change any behavior, one behavior at a time. Just concentrate and be dedicated to that one behavior.