Rational explanations do not explain current leadership behaviour.
Given the pace of change and the increasing pressure of demands, leaders at all levels are responding based on their instinct, beliefs and attitudes. When pressure is applied to retrieve rational explanations, perceptions are triggered that ignite inflammatory thoughts and emotions. Policies are put in place to correct and prevent, yet policies rely on rational thought to be effective. We push down irrational responses and yet the increased pressure fuels a higher intensity of irrational responses. It is time to relieve some pressure.
A tool to restore rational behaviour.
Irrational behaviour is survival mechanism. It is more than our ‘fight or flight’ instincts. It shapes our beliefs and values based on our culture.We don’t think safety, we feel safety. We don’t think trust, we feel trust. And what feels safe and trustworthy to one person does not feel the same to another. Rather than fighting the feelings, our opportunity is to meet people where they are and provide a tool to resolve these feelings so that repetitive patterns are not triggered.
Logosynthesis®, developed by Dr. Willem Lammers, provides a surprisingly simple yet effective technique to resolve perceptual triggers and restore rational behaviour. He works with an international group of coaches, counsellors and therapists to relieve distressing thoughts, emotions and sensations. The work is profound yet there is a critical barrier to acceptance.
The greatest barrier and opportunity is that the work starts with me.
Willem has reframed how we approach personal and leadership development based on his work in healing trauma and anxiety. I was intrigued by this work because I saw it as a tool that I could teach to others to help fix their issues. What I perceived as a simple initiative transformed into a paradigm shift. As a mentor and a teacher, Willem encouraged me to explore my desire or need to fix things. (I admit that having a family connection provided me with an innate respect I needed to do this work.) As I pushed back adamantly to Willem that leaders need to change, he would smile and state: ‘That is an interesting belief Cathy.’
As I embrace and resolve my irrational thoughts and emotions, I can restore rational thought to make a difference. The tone and content of my conversations change so that I am not as likely to trigger irrational responses in others. It is not an overnight transformation but an intriguing journey. I am curious and open to the opportunity to embrace irrational and restore rational behaviour.