One of my engineering clients was skeptical of leaders in his company. He began nearly every complaint with, “The problem is…” He said, “They dismiss reality and that is BS.” The more disruptions in the marketplace, the more he complained. I asked him how he thought they heard him. “Well, I keep repeating it, but they’re in denial about the problems.” He was right, but he was blind to what he could do about it aside from arguing more.
What he couldn’t see was the interpretation of his behavior. When I told him he was seen as a problem maker, not a problem solver, it stopped him in his tracks.
He realized his lens, his frame, and his message were counterproductive. We worked together (rewired him) to see what others don’t, do what others say can’t be done, and most importantly to be able to persuade others to see and do what they don’t think is possible.
Not only did they not get rid of him – which I found out they were contemplating – he was promoted into a VP position because he recoded his experience. He was rewired with the nerve to be wise, sagacity…