Posts from — March 2008

I have been a great fan of Otto Scharmer and his work, not only because he is a fellow German, but because of his work content, how it applies to leadership, and what he has developed in his theories. With the release of his newest book “U-Theory”, he seems to have brought all his previous work together in one amazing compendium. I haven’t finished reading it, and probably will have to read it more than once, but it is amazing none the less.

As you know, we are using the PerformanceIQ® system at AMC LLC to build a foundation for every person we offer coaching to. This foundation allows us to determine where an individual stands before we start working with him or her. It is basically a measurement of the level to which someone taps into the full performance potential we all have.

In the recent past I have written a number of descriptions and articles of the individual drivers and attributes our system identifies. Now, we can take a next step and learn from Otto Scharmer and the sources of his research how things actually tie together. My goal will be to put what Otto is describing in his publications into perspective with our own tools. I hope to do this in a way that allows the readers to benefit and apply the findings to their own life.

Today we start with a look at what Otto calls “The Blind Spot”. He describes this blind spot as a place within and around us where our attention and intentions originate. It’s the place from where we operate when we do something. The reason it’s blind, is that it is an invisible dimension of our social field, of our everyday experiences in social interactions. (U-Theory, P6)

If we apply this analogy to leadership, we can look at the leaders work from three different angles:

1. We can look at what leaders do
2. We can look at the how, the processes leaders use (typically used in management & leadership research throughout the last few decades)
3. We can look at the sources leaders operate from

The blind spot at issue here is a fundamental factor in leadership and the social sciences. It also affects our everyday social experience. In the process of conducting our daily business and social lives, we are usually well aware of what we do and what others do; we also have some understanding of how we do things, the processes we and others use when we act. Yet if we were to ask the question: “from what source does our action come?” most of us would be unable to provide an answer. We can’t see the source from which we operate; we aren’t aware of the place from which our attention and intentions originate. (U-Theory, P7)

This is where the similarities of the work shown in U-Theory regarding the Blind Spot in leadership and the work we do at AMC LLC starts. With our assessment we identify the extent to which certain personal attributes are developed, positive and negative. Based on the findings we create a foundation that allows us to dig deeper and get towards, if not always to, the source.

One of the fundamental differences between our approach and what many other coaches do lies in the goal of changing the origin of people actions and behaviors, specifically when these actions and behaviors are detrimental to the success for the person. That doesn’t only apply to private life, but at least as much to the management and leadership of the individuals we touch.

I believe the Blind Spot is correctly named because very few of us have the awareness of why we act as we do. You have read many times that I say: “Awareness is at least 50% of the solution.” In this case the solution is not a formula to solve a problem or complete a calculation, but a solution to the issues a person is facing, the issues that hold one back from being successful and excel.

Since we measure the human performance, or more accurately, the extent to which a person is actually using his or her full performance potential, we can see at what parts of the source we need to start. That does not mean that we shine a full bright light on the Blind Spot Otto Scharmer is describing, but for certain parts of this blind spot, we can provide a shimmer that can be used to begin the process of enlightenment and improvement.

Those individuals, who allow us to perform the measurement and then work with us to improve the areas that need it, while strengthening what is already well developed, always surprise me by the amazing speed with which they improve and become aware. It’s almost like a hidden ability is coming to the forefront and begins to shine – and when the friends and relatives of the client start asking what is going on, the transformation becomes tangible. In that sense the coaching we provide shines light onto the Blind Spot and allows awareness to make it smaller while improving life for the person, as well as everybody around him or her.

If you like to begin the journey to your Blind Spot and learn through measurement where your strength and weaknesses are, you can go to www.meierhoefer.net/welcome.htm for the first step. Then, when we both know how much you take advantage of your potential and where we can put our levers to get the rest activated, the coaching process starts.

I will be waiting for your and then be your guide through the darkness and into the light of fulfillment and joy. Don’t procrastinate – I am looking to help you on your journey towards a successful life as a leader and a member of society.

Axel Meierhoefer, President AMC LLC

Today’s article is the second part of two with contributions form Carly Harrod. This is the last segment of a detailed exploration of the performance attributes that make up PerformanceIQ®. The attributes and the system are used at AMC LLC as a foundation for all our coaching packages and sessions. The associated assessment system provides us with many measured details across 12 attributes. Carly and I looked at confidence and found the following aspects, including cultural influence and business applicability. Carly’s contributions are shown in italic.

Wikipedia states that, confidence is generally described as a state of being certain, either that a hypothesis or prediction is correct, or that a chosen course of action is the best or most effective given the circumstances. Confidence can be described as a subjective, emotional state of mind, but is also represented statistically as a confidence level within which one may be certain that a hypothesis will either be rejected or deemed plausible.

It is difficult to understand the nature of confidence and the elements that surround the attribute.  Why are some people more confident in themselves and their abilties than others?  How can two siblings who were raised in the same circumstances differ when it comes to their level of confidence? It is natural for me to look at confidence in terms of a sociological standpoint. Does the environment effect one’s confidence? Does family? Friends? School? What are the determing factors in developing confidence in a person and how does this translate for people when they are in the business world?

When researching the attribute of confidence and how one builds a strong and healthy confidence, it is argued that experiences and people cultivate one’s level of confidence. Confidence is cultivated from infancy, as one successfully masters skills and tasks during developmental years. As one continues to complete more difficult tasks confidence will continue to be strengthened and increase. As researchers have concluded, it is the lack of completion of these tasks and lack of encouragement that has created the stage for people’s low confidence.

When analyzing this phenomenon more depply we have found that the lack of encouragement seems to be the root of the problem. The failure to master a task or skill nor the failure of achieving a goal that included risk, is really what fosters the development of low confidence – and often low motivation. The lack of encouragement makes individuals afraid to try again. In may cultures aggressive language by parents when the child is failing, has created a mess, or didn’t perform as the parent envisioned in a sport leaves permanent scares in the minds of the children. They develop stress when challenged, a fear of failure, and become shy when meeting new people.

Despite the knowledge that confidence is built beginning from infancy, little has been determined about the effect of one’s cultural background on the level of confidence.
Does a person’s nationality contribute to the level of self-confidence? It is difficult to say, as there is minimal research that has been done on the topic in this context.  Iit can be argued that race does have an effect on one’s confidence, though only remotely. 

Similar to the theory that single-sexed classrooms help to improve confidence, an argument can be made towards same race classrooms.  Being around your peers and others similar to you, creates an atmosphere of acceptance, which allows confidence and growth to flourish.   Since races vary drastically it would be difficult to argue that it is just one’s ethnicity that contributes to success.  Rather the acceptance of our peers at all levels and throughout all races seems a more plausible confidence builder. 

The beauty of low confidence is that it does not need to be a permanent condition.  Confidence can always change and grow; confidence is not permanently stuck in the state that it originally started in.

When people approach us about issues I their business and their success, we try to determine if their confidnece is high or low. Individuals with high confidence wuld be described as “self-sufficient”, “realistic”, “determined”, “self-assured”, “creative”, “imaginative”, “responsible”. If confidence is low, lack of “motivation”, “fortitude”, “self-regard” come to mind, often combined with a self-critical attitude.

Differentiating between these two groups of description is not enough. There actually is a state we call “false confidence”, that can be deciving. In this state, people are often  very controlling, have a tendency to micromanage their subordinates, show significant levels of skepticism, and like to make frineds with others who have a lot or all of the same attributes. In the mindsd of these individuals things are going well, especially when they feel all is under control. Though this mighth be true for some time, the real underlying issue is a lack of tgrust and confidence.

As ong as a person, regardless of race, gender, ethnicity, or age only does and direct things thata re known and follow canned processes, the appearance of confidence and success seems assured. Real confidence appears when one knows about inherent abilities and allows for cahllenges and the opportunity to take risks. Confidence and self esteem come from trial and error. When the numebr of cases in which you try and succeed is higher than that in which you fail, cofiudence and motivation build. If you never try anything unfamilair or new and cahllenging, you might thing you are confident and secure, but you are really I denial of the fear of failure.

Coaching and mentoring can be great ways to overcome false confidence and being stuck in a recurring process of known steps. There is a great, unexplored world out there. Those that learn to be ambitious, motivated to achieve challenging goals, and confident that they can get back up when something goes wrong, will be the future leaders of the world.

Carly Harrod, co-author

Axel Meierhofer, President AMC LLC