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4. Integrate the Perspectives of Others. Brain research shows that our view of the world is physiologically limited by our genes and the experiences we've had. Learning to incorporate the useful perspectives of others is nothing less than a form of amplifying your senses. The next time someone interprets something differently than you do, pause to consider that a gift of perception is being offered, if you'll only accept it.
Mastering the emotional components of these four practices often proves to be the most difficult for senior executives, but as Goleman has emphasized, doing so can yield "Resonant Leadership" — emotionally intelligent leaders. By practicing self-awareness, leaders notice their moods and emotions and how these are influencing their behaviors. By using imagery, they can go beyond the intellectual data to make smart choices that look to others like "leaps of faith." By framing and reframing events and integrating the perspectives of others, leaders can manage their own reactions, thereby improving their emotional state and that of their organizations.
Although the recommendations suggested above may appear simplistic, they are based on what we know about the mechanisms of the mind. The bad news: it's hard to change the power of habits—the electromagnetism of established neural pathways will literally pull you away from changing your practices. This may be why history repeats itself. The good news is that not only is it possible to change our behaviors, it's actually easier than overcoming a chemical dependency such as alcoholism. But you must have a discipline for doing it. Hence, the method recommended here.
No, it's not a curriculum in the sense that an MBA is. But what the latest research seems to imply is that without the software of emotional maturity and self-knowledge, the hardware of academic training alone is worth less and less.
Copyright 2003 O'Brien Group
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