Many aspiring and/or experienced business leaders and managers allow obstacles to remain a barrier to the achievement of their goals? Why is it that some business leaders and managers always seem to find a way around, over, or through the obstacles they face, while others allow the obstacles to remain a constant source of torment to them? Some suggest that the answer lies in how they choose to perceive their situation.
Previously, I was a member of a ~30-person internal consulting organization within a $10 billion global industrial manufacturer and service provider company. Our role as internal consultants was to partner with specific business-unit leaders within the company and help them identify and implement improvements to increase throughput and productivity and to reduce assets and costs within their operations. Every quarter the leader of our consulting organization would pull all of us together for about a week to review the status of our projects, to share best practices, and to go through some workshops to improve our effectiveness as consultants. One of the workshops we went through was led by Scott Sink, PhD., (https://www.linkedin.com/in/dscottsink/). The topics of the workshop were “INTENTION” and “AT-CAUSE” / “AT-EFFECT” mental perspectives. What I learned about myself in this particular workshop changed my perspective on how I view barriers to goal achievement. I want to share what happened in that workshop in the hope that you might reconsider how you view the barriers that limit your success.
Before I explain what happened in the workshop I would ask that you get a pen and a blank piece of paper. Turn the paper sideways. Think about the most important project beneficial to your business that you are in the process of implementing. Write a brief description of the project at the top of the paper. Underneath the description of the project write down the specific goal – including timing – that your organization is trying to achieve. For example, a project might be to increase profitable revenue growth from five specific targeted customers. Your goal might be to convert three of your targeted customers to your product and/or service offering within sixty-days. Now, right under the project description and goal, evaluate where you are RIGHT NOW, vs. where you SHOULD BE on a scale of 1 - 10 (1 = you’re nowhere close to where you should be; 5 = you’re right on target with this project; 10 = you’re ahead of schedule). Now if you rated yourself less than a 10, think about and then identify the three most significant reasons you are not achieving a 10-level of performance associated with your goal. Once you are clear on your three most significant reasons, write them down – rated 1 – 3 in level of importance. DO NOT READ ON UNTIL YOU FINISH THIS STEP. Once you finish this step, put your paper aside to learn more about our workshop.
About an hour into our workshop we were asked to do what I just asked you to do. We were asked to write down the name and a brief description of our project, the specific measurable goals / expected timing, and the ACTUAL RESULTS ACHIEVED AT THAT POINT IN TIME vs. what we SHOULD HAVE ACHIEVED. I remember I rated the results achieved on my project at a level-4 performance – which I am sure you would agree is AWLFUL. Obviously, I realized the project I was leading was not on track - but why?
Now here comes the part where I learned a lot about myself. Scott Sink asked us to write down the THREE MOST SIGNIFICANT REASONS why our project team – comprised of 3-consultants – was not achieving a level-10 performance on our project. We broke into our consulting teams and aligned on our "reasons." Once we finished writing the reasons down he asked us to share what we wrote. One of my colleagues described his project and indicated he rated his project at a level-5 performance. Scott then asked them to share the reasons why their team was performing at that level. My colleague said things like, “my client does not complete things on time,” “my client has too many priorities,” “and my client is not committed to the goals of the project.” I have to admit, the reasons I wrote down were similar in nature. Once a few of our consulting teams shared their results, Scott went on to explain the mentality of “AT-CAUSE” vs. “AT-EFFECT” individuals and how they relate to “INTENTION.”
Actually, I cannot remember exactly what Scott said to us at that time, but Stephen K. Hacker and Marta C. Wilson, PhD., captured the essence of “AT-CAUSE” and “AT-EFFECT” in their book, The Transformation - Desktop Guide. In it they explain that “AT-EFFECT” individuals see themselves as victims. They believe that things happen to them. They experience events as occurring outside of their control.” They go on to explain that, “AT-EFFECT” individuals produce stories or reasons why things are less than they should be.” In short, “AT-EFFECT” individuals see EVERYONE ELSE as the reason their goals are not achieved and they think and act like victims. On the other hand, “AT-CAUSE” individuals “create the results they desire in their lives. They see themselves as accountable for making things happen around them. Focused, “AT-CAUSE” individuals CONSCIOUSLY CREATE THEIR DESIRED RESULTS.”
Scott asked us to take a look at the reasons we wrote down to determine if they were “AT-CAUSE” (taking responsibility), or “AT-EFFECT” (blaming others) reasons. At least eighty-percent of the reasons we listed were “AT-EFFECT” in nature. Scott got right to the point. He told us that we INTENDED to perform at the level we reported, whatever it was, because we were thinking and acting as either “AT-CAUSE,” or “AT-EFFECT” individuals and that it was up to us as to which way we chose. That statement really stung, but we needed to hear it and we need to face the fact that WE WERE THE PROBLEM that the results of our project as they were at that time. He then said, if your statements were “AT-EFFECT” (blaming others), you’ve been wasting time creating reasons for unacceptable results instead of identifying and overcoming barriers. After some intense discussion and some very painful self and team member examination, he asked us to take each reason that was “AT-EFFECT” (blaming others) and re-state it as an “AT-CAUSE” (I am responsible) reason.
We then identified specific actions that we needed to take to overcome each “AT-CAUSE” (I am responsible) reason. What I learned about myself in this workshop was that I was engaging in “AT-EFFECT” (blaming others) thinking and I was letting myself BEHAVE AS A VICTIM OF MY CIRCUMSTANCES – AND I HATED IT! What I can tell you from experience is that moving more toward “AT-CAUSE” thinking and behaving is LIBERATING and it fosters a CAN-DO, CREATIVE, ACTION-ORIENTED MINDSET that builds INDIVIDUAL AND TEAM CONFIDENCE. In this workshop I realized that my DELIBERATE INTENTION and CHOICE to engage in “AT-CAUSE” (I am responsible) thinking and doing is up to me and me alone.
Now back to you. Take a look at the reasons you wrote down. Go through the same process as we did during our workshop. Once you finish, go find someone you respect that will be honest with you, and tell them what you learned about yourself, what you intend to do, and what you intend to achieve. Go one step further — ask that person to help hold you accountable to follow-through. Becoming a successful leader and manager is hard work and it absolutely requires an “AT-CAUSE” (I am responsible) mentality. In the future, consider being more aware that the RESULTS WE ACHIEVE are a function of the RESULTS WE INTEND.
Here is a link to a Ted Talk video by Jocko Willink. He provides further clarity on what is means to take responsibility via Extreme Ownership as a leader and manager.
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