Here’s the one thing I can’t stop thinking about after writing yesterday’s post: what’s sacred about me?
Meaning, Jonathan Haidt’s research tells us that to understand people and how they make decisions, you have to understand what they hold sacred. Around these sacred beliefs, there’s a halo of willful ignorance, one that few facts can penetrate and, if they do, these facts fail to dislodge the core belief.
It must be the case that this applies to self-image, that there are things I fundamentally believe about myself (that you believe about yourself) that blind me (you) to the facts.
The capacity for change comes from the willingness to observe the things that are most dear in my self-image and expose them. Most obviously, Jonathan challenges me to look at the notion that I’m an open-minded person by asking me how much I understand the perspective of people whose core beliefs differ fundamentally from my own. More broadly, we all walk around with notions of who we are, namely…
[ ] good
[ ] bad
at public speaking; writing; analysis; closing a sale; inspiring others; leading a team; coming up with new ideas; getting things over the finish line; fundraising; meeting new people; taking risks.
For example if you’d asked me when I was 23 what job I would never, ever want to or be able to do successfully I would have said “any kind of sales job.” Whoops.
There are only two ways to break this cycle. The best way is to decide not to listen to the stories you tell yourself and to start doing things that contradict your most sacred beliefs about who you are and what you’re best and worst at. Then supercharge your efforts by creating a culture of honest and open feedback (a la Open 360) – a work environment in which people who know you and who deeply care about your success and that of your organization actually sit down and tell you what we’re best at.
I promise, you’re your worst critic. In the act of trying, buttressed by feedback from invested and caring colleagues, you’ll show this critic who’s boss.