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Leaders Must Say No To The Status Quo

May 04, 2020

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Influential leaders are highly dissatisfied with the status quo. They are unwilling to
allow preventable pain and suffering to continue needlessly. They are unwilling to
waste precious resources and to settle for second-rate productivity and financial
performance. The current emphasis on reducing unnecessary and avoidable
readmissions to hospitals is an example of the unwillingness to continue to waste
resources and allow preventable harm to continue for patients. Volition enables
dissatisfied leaders to make a choice to bring back emotional meaning and purpose
to their work. In addition, volition increases the desirability factor in the change
equation. People will likely voluntarily change their behavior if they are told the
“why” (the conviction) before they are taught the “what” (convincing) and the “how”
(compelling).

All great innovation, really big changes, are inspired by the concept of “why” – the
purpose, cause , and belief in what many peak performers refer to as the urgency
imperative. If you inspire me by raising my level of dissatisfaction with the status
quo, raising my level of desire by demonstrating the benefits, and showing me that
what you are asking me to do is practical, doable and achievable then you increase
the likelihood of me embracing the change. To change behavior you must first use
experience to change beliefs; you have to act, not think. Experience generates
feelings that inform future experiences. The more positive the feelings and the more
direct the link to experience, the more likely beliefs are to change. When beliefs
change (dissatisfaction, desirability, practicality) so do behaviors.

One of the key characteristics of influential leaders is their ability to stimulate
volition in themselves and among their followers. They do this by creating a sense
of urgency, living a life with purpose, and pursuing excellence. When we choose to
make this step in our leadership behavior we will see profound impacts on our
resulting outcomes, goals, and objectives. As research indicates actively motivated
staffs work harder, have less instances of loss, reduced errors and mistakes. This
occurs because the connection forged through behavior change impacts those who
work with us to pursue excellence and focus less on the conviction of just doing
their jobs.As Simon Sinek, author of the book, Start with Why suggests, “If you hire
people just because they can do a job, they’ll work for your money.
But if you hire people who believe what you believe, they’ll work for you with blood and sweat and tears.”

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