Vitaly Geyman MBA, CEO Insights’ Post

Transcript

Want to do something explored with you today because you have so much experience in, in last year episodes, we've talked about this dichotomy of a lot of CS under pressure or leaders under pressure going into, into survival mode and bypassing everything that we talked about in leadership, which is empathy, heart centering, breathing. All of that goes out of the window and they go into, into the stress mode, which is understandable because you know, things can be tough. And we, we, we reiterated. The important thing is to pause, to pause during that moment and and notice your state of being, you know, are you shallow breathing and so on. Are you going into survival mode? Because you can create a lot of destructive consequences by being, you know, in that kind of a reptile mind mode. What I want to explore today is even going a little bit deeper. So that's the physical reactions. But a lot of psychologists tell us that we we behave based on our beliefs, but based on our conditioning, our programming or, or particularly in a very traumatic situation or stressful situation, we revert back to what we call winning strategies of survival strategies. Some become very aggressive, some become the opposite, disappear. If we see a lot of trauma victims, we see that behavior in them. And I'm noticing a lot of leaders. Also take on this different almost a different person when they when they go into a stress mode. How do we address? Who we are being in that moment? How do we address our belief systems and what? Why is that important? Yeah, it's a big, huge question right with them. No simple responses, but it's very very relevant to. The self-awareness that is required for leadership. Because if we're not aware of what opens us up. To inspire others. We don't inspire each, don't inspire others well. And if we're not aware of what panics us? And puts us into a reactive mode. We really can't lead because leaders are multipliers of energy. And the more inspiring that energy is in a certain direction, that's where purpose and strategy comes in. Then the more impact. Um, bottom line, top line, triple line, all lines are ROI, right? It all happens with human energy. So we as leaders have to be aware of these beliefs. That. Tell us what is so. In a situation. And if we're not aware that a belief is telling us to panic, we will just act it out. We're just the stimulus response machine. Until it's stimulus pause. Oh, I'm feeding that fearful belief and I have suddenly choice. Do I feed it? Well, maybe it's an emergency. Maybe I should catch, grab them before and tackle them and pull them back from the edge of the Cliff. Right? Or if it's a different situation, it needs a less aggressive response. But. If we're not aware of these beliefs, both opening beliefs. That tends to multiply energy in us and others and closing beliefs. That tends to restrict energy and options and us and others. These beliefs are like lenses in a camera. That open up. And let a lot of our best selves through. Or they closed down and make life. Miserable for us and others. I had that experience. About four years ago. Where I fell. On my head and add 22 fractures and should have died. I should have just bled to death was the first thing but I should have died. For a lot of reasons. But. Taking a loss like that. And converting it. I didn't know if I could for four months. My brain was going to work or my body was going to work. So ultimately these losses have to be converted into learnings. That create value. Now we don't have time to go into all my learnings but. This self discovery. Of examining our lives and not just what experiences we've had. But what's our interpretation of those experiences that serves us and others, and what does not? And we have to do everything possible to. Find alternative belief systems. So sorting through this software, these on and off switches of our belief systems. Is what real self-awareness that fosters being a leader of an organization and a leader of life so. This is there's no more important mindset, and we've researched what are the five mindsets critical to leadership? And the foundational mindset. Is this unending pursuit of self-awareness and awareness of others, which is basically emotional intelligence, but there's a mindset that we're never complete? And and as a result, we're constantly pursuing learning that's. That keeps us progressing. That mindset is foundational to all mindsets, so that's one. But we can talk about others if you want. Before we go, I want to, I want you to give us an example. I'm I'm, I'm a kind of guy that after awhile needs something really practical. So let's say a CEO, I just spoke to CEO he, he almost lost his company. Why? Because some reason he just did not understand that the people that are executing we're executing in a completely different direction that he thought the company was going. He was busy fixing problems. And then before we knew it. These revenue disappeared, you know, his profit margins started waning and he himself in in a very difficult financial position and he didn't realize there was happening over like period of a couple of years. And he panicked, of course, and he started sacking people and he started rearranging the cheers and called reorganization, right? And people who are a lot of people left a lot of brain drain. And I asked him, like, what, what happened? Like, I mean, you knew that this, this, this can't happen. It took two years for this to happen. What happened to your mindset? So in those situation, like what tools can we give our leaders so that they can actually catch themselves and, and earlier they'll run later and then do triage? Well, we need tools or practices. Would prefer to call them practices that. Build our inner awareness and outer awareness. OK, this has to be customized to each person, but to to generalize it. We we have a responsibility in leadership. To catch our fear. Before it manifests. That's that's a core responsibility. Unless you want to be a leader that multiplies fear. Umm. It's not we need to catch it within ourselves and go, ohh, I'm having this my, I'm having heart palpitations, my next getting stiff. I'm, you know, all these things, you know, I have this kind of overwhelming sense. So you have to catch that first. So the practice is become aware of fear physiologically. And it's about to become behavior and you haven't, you know, you have to catch it. So I'll change begins with self change, so we can talk about all the crises you're in, but it all starts there. So that's one key practice that we have a whole chapter in leadership from the inside out on, on personal mastery and what what that means. Second thing is be aware of the environment. Even if you're not self aware. You can practice watching others and does the energy go out of the room? Do people start to panic or you know, become non expressive or physically agitated? Sometimes you can use that to go, ohh, what's happening inside, outside in. So, you know, I always say leadership is from the inside out, but the truth is it's it's inside out and it's outside in and. Does your awareness seek to reconcile those two things? The third thing, which is the most dangerous for to feed a anger or agitation, you know, response. Is to reflect on it. Maybe you're driving home what happened that day, What went well, what didn't go well? Where did I multiply energy? Where did I deplete it? Now you have to be pretty self aware to do this, but you can do it as a practice. And then you go, ohh, I was rough on Sally or John or whomever. And then hopefully we have the courage of character and interpersonally to. Speak to them and apologize and ask for their help and feedback. And we're so sorry now if we manage our life through apology. Or just an effective right and and not learn. We've learned a little, but not so much. So This is why self-awareness to catch ourselves, to have optionality of behavior, to really serve people and our collective purpose becomes so important. So that's why we call this belief system the self-awareness. You know that is foundational to to everything. Hmm ohh wow. Thank you thank you so much Those three. I'm gonna listen to this again the three the three things and and reflect myself because I I've I know every one of them. I I kind of experienced. Yeah, we all do again it's. It's a human experience and mastery is we just come back to what's important and not that we don't stumble. Now Warren Bennis, he used to say where we stumble there the treasure lies. So don't worry about stumbles, but come back to what's important when we stumble that that makes the huge difference between. Mediocre leader and an exceptional leader is We all stumble, but. What do we go to? What are we go to when we stumble? That that is the differentiator of leadership. Wow, beautiful. Thank you, Kevin. I really appreciate the today's session and very so much more and we might have you back again. Thank you. Appreciate it. I'll come back anytime you want. So really a pleasure. Thank you.