If only the world were a perfect place and if only management training would solve all things difficult. Well, we all know that no matter how much management training or leadership development is attended by the top, middle and first line management teams, things will not always go perfectly. This is not about things out of our control like earthquakes, dust clouds or deep snow, what I am talking about is people and their behaviour. Being effective as a manager is all about thinking and behaviour; and a good place to go and explore more deeply is in the excellent book “Brilliant Cognitive Behaviour Therapy (CBT)” by Dr Stephen Briers. Of course, if you are in the know, you will recognise this started with the original work of A T Beck in the 1960’s but if you are not, it is about how our flawed inner dialogue can lead us to behave, draw conclusions or take actions that are sometimes at least ill conceived, or at worst stupid.
Management training is normally designed to give participants new insights into how to behave, to understand motivation, to become skilled in communicating, and so on. But if it doesn’t also inform, direct and encourage those attending to examine and question the validity of their deeply established thinking patterns and fixed beliefs then the new ideas will go to the back of the queue and will remain there. Briers’ book shows you how to challenge and substitute your NATs (Negative Automatic Thoughts). You know, the build up to a big presentation and the NATs are flying around, ‘What if I forget my words’; ‘Will people laugh at me?’; ‘I look so fat these days I am sure they will not pay attention’ . . . CBT provides the basis of how to move the NATs out of range and bring in positive thoughts and greater self belief.
For example, you are facing a difficult appraisal with a border-line under-performer who reports to you. It is too easy to be smothered by a cloud of NATs that undermine your confidence and determination to deal with the issue. Using CBT principles you can overcome the imagined negative outcomes, the disagreement, the threat of being accused of attempting constructive dismissal or of a complete breakdown in cooperation. Instead you clearly envisage a positive improvement plan, a cooperative atmosphere, and a willingness to turn the corner. Then the interview will start with you in an utterly different frame of mind, and much more likely to achieve your objectives. So, while the world is not perfect, and management training will not dramatically change every participant it will, if properly designed and carefully facilitated using proven principles, make a dramatic difference for those open to change.
By Mike Cooney | Righttrack’s Commercial and Financial Director