What Got You Here Won’t Get You There

Lesson 1. The enigma of success.

It has been observed that many successful people have a peculiar approach. They attribute their accomplishments to their behaviour. It might not necessarily be a flawed perception. But, it has been witnessed that they emphasize way too much on their actions and conduct, with an aim of becoming more successful. This ideology turns them into a know-it-all person and makes it difficult for them to get accustomed to change. It is a commonly known fact that in an organizational setting, it is important to be a team player and a listener. Interpersonal skills become more valuable as and when a person climbs up on the corporate ladder. Interpersonal skills become more valuable as and when a person climbs up on the corporate ladder. But, for a successful person with such ideologies, it might create a stagnation in his or her career ladder. The idea is to provide guidance to such successful people who aim to become even more successful, so that they can be even more prosperous. 

Successful people suffer from beliefs in superstition and assumption. They are often defensive when criticized. Hence, it is tough for these people to detect their behavioural concerns. Thus, a third party is needed to initiate this turn-around process. It begins with a confrontation of a leader along with a 360 degree feedback. This feedback gives them insights on what other employees perceived about them. Then the leader undergoes a procedure which includes apology, efforts to change, follow-up on such efforts, gratitude, and finally, advice regarding better future attitude, from other employees. The purpose of adopting this process is that the leader should acknowledge and implement suggestions from others.

Lesson 2. The natural law.

As humans, we are bound to search for our share when a pie is cut. Similarly, we will think of changing our perspective or habits, if we know that it will benefit us at the end. This is referred to as ‘the natural law’. It can be used as a tool to transform people who resist change. The most important step is to identify what matters the most to the person and then try to press that nerve to incite change.

The reward recognition system is followed by most of the organizations. The purpose is to acknowledge a good deal and applaud the concerned employee. But people forget that it is equally important to praise people who take decisions which prevent bad deals. It may happen that such a decision might be a better and more vital decision, but just because it was a defensive measure,