Every once in a little while, you stumbled upon a book that actually gets you “thinking” and maybe even “changing how you think “.”Unlocking Leadership Mind Traps: How to Thrive in Complexity” by Jennifer Garvey Berger was that book for me.
My first introduction to Jennifer was via an online course I took recently (The Art of Developmental Coaching). Jennifer was among the instructors and I came across her to be very engaging and very deep in her perspectives and facts regarding adult and leadership development.
To quote Jennifer Garvey Berger:
“We are living in this strange, paradoxical time in our world where the massively increasing complexity around us could lead us to cultivate faster and more compassionately and more together, or it may lead us to get more defensive, closed, hard, and smaller.”
There’s undoubtedly that the planet where we work and live is complex and becoming increasingly more complex. But just as we must cope with the complexity “available” or external to your selves, we’re challenged to know and cope with the complexity “in here” and internal to your selves.
In Jennifer’s book, she refers to 5 Mind Traps. The premise is that individuals act as if the planet is straightforward when actually the planet is very complex. Recognizing these mind traps within our selves helps us to see things by way of a broader lens and provides us with greater resources for dealing with the particular complexity.
They’re the 5 Mind Traps:
- Simple Stories – We like our stories. Stories frequently have a beginning, middle and end and are filled up with heroes and villains. Often, we’re the hero in the story and each other could be the villain. Our problem-solving nature looks for short cuts and so the story is riddled with your beliefs and bias. But simple stories keep us small and presume a particular outcome based on the past. One way to expand beyond our story is to take into account each other in the story. How might they certainly be a hero?
- Rightness – Our sense to be “right” enables our decisiveness but on the flip side it can kill curiosity and openness. You might even confuse feeling right with being right. Consider “what do I think and how do I be wrong?” You will find always 2 sides to a situation – exploring the other side is good practice. Ensure you listen carefully to master as opposed to to win or fix things.
- Agreement – We are programmed to be connected to other people. Agreement fulfills our desire for belonging and connection. Sometimes, we want so much to belong that individuals down play our difference of opinion. We are oriented never to be socially disconnected because the pain to be omitted is experienced the same way as physical pain in the body seohub. Release a this mind trap, consider how conflict could serve to deepen a relationship. Or how disagreeing might result in expanded thinking and ideas.
- Control – Our sense to be in control is directly tied to your feeling to be happy. In fact, our being in control and perceived by others to be in control is usually equated with good leadership. However, sometimes great leadership requires us to let go of control allow better outcomes, especially in complexity. Consider: So what can I help enable in place of so what can I make happen? Or what could enable me/us?
- Ego – Our sense of who we’re helps us function with purpose. The person we’re now’s a culmination of our thoughts, experiences, beliefs, to this point within our journey. The problem however, is that individuals are protective of the individual we’re being now vs the individual we’re becoming. We believe we’ve changed in the past but for whatever reason probably won’t change much moving forward. This leads us to want to safeguard the individual we think we are. For true personal growth to take place, we must look closely at the map of our own development and ask ourselves “who’d I like to be next?”