Having a background in physics and engineering, I have approached leadership challenges for many years from the angle of building the best possible team and environment where people can bring out their best talent. Like in engineering where every next iteration is slightly improved and closer to perfection.
Today, 20 years later and now having Toltec knowledge of human nature, I see I had missed the boat by far. In our current stage of evolution, one person can perform at their best amongst other humans in a relatively small percentage of their work time.
Perfection is achieved by reducing the mistakes made and that is only possible when you work on something already tried and tested. However, when something can be achieved with an already proven method, robots and technology can be implemented as all the rules can be programmed, and with each iteration, you indeed get closer to perfection. However, when it comes to leadership we still need humans as we are working on something for which machines are either too expensive to deploy or simply cannot handle the task.
Humans therefore always face unknown situations that are mostly generated by other humans. This means mistakes, a lot of mistakes, on a daily basis. Decreasing mistakes leads to using technology but if that is not the goal then a completely different approach is needed for getting good results from humans.
And here it comes - leading with defects and mistakes. The best team means that this team can handle the outcomes of the mistakes in the best possible way. Think about it in terms of how to get the best outcome regardless of the number of mistakes my team makes?
And this brings me to the secret sauce - understanding the internal making of human behavior. In our mentoring program, we bring out the hidden inner mechanics that guide the decision-making process and show that an untrained individual never plays to win but always plays a not-to-lose strategy. Every individual has their own unique style of how they minimize the risk of losing. By understanding this behavioral pattern, I first got very clear on how I personally tick and what makes my decisions weak. With that knowledge, I can predict my own mistakes and once I learn the defense strategies of my leadership team, I am equipped with the insight that draws out our common safe zone. Every time a challenge pushes us out of it, predicted behaviors and bad decisions follow.
This knowledge has allowed me to lead over 30 different organizations in a compressed time. What I mean by that is the only difference between good and bad in business is the time it takes to get to a certain result. Knowing the inside tools of human nature allows the leader to reduce the time it takes to achieve any milestone. In .Contriber mentoring approach I provide the tools to unlock internal time to materialize dreams regardless of the number of mistakes made.
With Love, Rein
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